My post before this was a kind of therapy / Buddhism / personal growth kind of deal, but I also spend a lot of time thinking about how to run effective teams and to be a responsible, thoughtful manager of people. It is my work: I am a lead engineer at Bungie, an independent video game developer of about 300 employees (though not for long, we're growing.) There are some unique aspects to making videogames, and I'll use game development terminology here as I refer to, say, texture artists or sound designers or programmers, but when I talk to friends in different creative industries - film, industrial design, other software development - I find these themes are pretty universal.

If you're going to manage people, you're going to have a lot of conversations about employee performance. It's just bound to happen. Sometimes, like during reviews, it might seem excessive. You might wonder if's worth all the time it takes. It is. It's OK that you spend a bunch of time on this. As a manager, that is your job. It's your job to have well-formed opinions about how you evaluate people and how you work with them to help them grow. If you aren't spending time on that, then you may be succeeding as a leader, but probably not as a manager. Apples and oranges.

It is, however, important to spend this time well. During conversations about performance, everything you talk about should boil down to one thing: the value they contribute to the team. What is their value, and how can they become more valuable?

I find a lot of review conversations tend to focus on strengths, weaknesses, and specific work results. These seem like reasonable topics, and there's value there, but I also find this often leads to a review that looks like this:

I gave a talk at PAX Dev recently on the skill of staying with unpleasant emotion. My basic argument is, if you're not comfortable staying with fear and anger, then they control and influence your actions in bad ways and you make poor decisions.

Here's the video of the talk. It's just under an hour long:

I had more material for the talk than I could fit in an hour, so a bunch of stuff got cut. One of the big things was my thoughts on production - the discipline in game development responsible for schedules, coordination, and logistics - and how a skillful relationship to negative emotion is especially critical for producers.

Before I left Bungie, I had a conversation with a friend there, a producer with whom I had often disagreed. He spent a lot of time working with data to make predictions about the schedule. I was teasing him about how elaborate his spreadsheets were. I told him I didn't use them very much for my team.

I had a post written about difficult conversations. It was quite reasonable. Then I read this article by Clayton Christensen on the Harvard Business Review, and specifically this quote:

"Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. More and more MBA students come to school thinking that a career in business means buying, selling, and investing in companies. That’s unfortunate. Doing deals doesn’t yield the deep rewards that come from building up people."

I read that and realized my post was far too tame and this topic is incredibly important. So I wrote this post instead:

When I talk about having a meditation practice, people sometimes ask why I do it, what I get out of it. In a way being goal-oriented about meditation is missing the point, but at the same time, certainly it yields tangible benefits. One of those has been on my mind lately so I thought I'd write a little about it.

Meditation has helped me see the difference between stories and life. Before I meditated, I thought they were the same. Actually, I didn't think about it at all. I took it for granted. Seeing the difference is profound and important.

If you haven't watched the recent clip of Louis C.K. talking about smart phones and profound sadness, you should.

Chilly autumns like the ones we have in Seattle make me wistful and nostalgic and I have lately been really in touch with that basic loneliness he talks about. It comes up as a bare feeling for just an instant before my mind fills it in with story. And my mind is tricky: it tries to make it seem the other way around, like the story came first, and the loneliness resulted.

I'm sitting in my apartment alone and I'm single and that's why... feeling of profound sadness and loneliness.

[Sorry for the post delay and the switch to photographs for this one. I'm searchng for a better illustration method than the way I was previously drawing on my iPad, and anyway photos are more appropriate for this post anyhow.]

Both times I've been to Tonsai Beach I've gotten food poisoning. 

This time I learned it has a name: Tonsai Belly. Food handling practices aren't up to Western standards, I guess. But then, neither are standards for garbage (most of it is burned in piles), water (bottled is the only fresh source), and lodging (most bathrooms are outdoors, hot water is a luxury.) The economy of Tonsai is so small that cash is a problem: the ATM dispenses thousand-baht notes, and most food and drink is tens of baht. There are maybe thirty stores total on the entire beach, so there's not much commerce.

In spite of its challenges and small overall size, Tonsai has two things in abundance: rock, and people who climb it.

In Buddhism there's this great concept of near-enemies and far-enemies. Two things are far-enemies if they are polar opposites: the far enemy of compassion is cruelty. But near-enemies are more subtle: they seem very similar at first, but when you look deeper, they're still opposites. The near-enemy of compassion, for example, is pity. They kind of seem like the same thing, because both mean you "feel bad" for someone else, but compassion is dignified and brings you closer together. Pity is condescending. It distances you from the other person.

Far-enemies aren't that interesting to me because they're pretty obvious. Polar opposites. Ho-hum. But I love near-enemies, because there's a lot to talk about in the subtlety.

So let's talk about two of the biggest near-enemies of all: self-consciousness and self-awareness.

I got a lot of feedback that the post on role shapes was useful to people, but it's only one metaphor, and no metaphor is complete. The subtractive way of thinking about work simplifies away many aspects of development: it ignores the way the needed work can change and morph over time, it ignores the way that good decisions in one area can change the work in another, and it postulates a "set of all work" as though it's a knowable thing. Other than trivially simple projects, the set of all work is not something you can just write down with confidence. A huge part of the challenge of running a project is the skill of sussing out what needs to be done in the first place, and reconciling world views between teammates so you can have productive conversations about the work.

When I think about this what comes to mind is a city. The city has development that needs doing, and also ongoing maintenance. Fires happen, bridges collapse, stuff like that. Your job, your whole team, is to array yourselves around the city to get the work done. How do you lay yourselves out?

Every place you can stand in the city involves a tradeoff between direct agency and line of sight. By "direct agency" I mean the ability to actually do things, like fix broken water mains or build a garage or pave a road. By "line of sight" I mean the set of all things you can see from where you're standing, and how well you can see them

If your project is very small, then in the metaphor it's a little village. If it's really tiny maybe it's just a little shed. And maybe there's just two of you building the shed. There aren't that many perspectives you can have on a shed. You will sometimes see things differently, because you're standing on different sides of the shed, or one of you is on a ladder looking at the roof while the other is inside looking at the interior. But it's easy to reach a shared fundamental understanding. You can get blueprints and spend half an hour looking at them and agreeing on them.

That's a picture of me drinking a strawberry lemonade.It's been a long time since I had a blog, but the ideas still come to me. When they do I jot them down in Evernote in half-scribbles and formative sketches, just to get them out of my head. But I've been watching tynan.com with increasing intrigue as SETT comes into its own, and the community he's building makes my Evernotes feel awfully lonely. So here we go: this is the inaugural post at madeofmetaphors.com. Thanks to Tynan for letting me be an early adopter on SETT.A little bit about me: My name is Brian. I try to live a rich, exciting life. I'm a bit of a malcontent; I'm happier with change than I am with comfort.

I've spent most of my career - half my life, as of this writing - making videogames. I'm a computer programmer. I manage teams, too, and a lot of my thinking is around the work of management: how do we work with other people? How do we help others do better work? How do we help people grow?I have a background in Buddhist philosophy and psychoanalysis; I've done years of work with a western psychoanalytic therapist and years of on-again, off-again meditation and mindfulness practice.I'm athletic: Rock climbing (bouldering, specifically) is my most enduring sport, but I've biked some thousands of miles in my life, spent at least a few hours total in headstand in Iyengar yoga classes, lifted weights, swam, and have a string of short-lived experiments like Brazilian jiu-jitsu, breakdancing, gymnastics, and probably some stuff I'm forgetting.

I've done a lot of cooking. I've done a bunch of woodworking. I've given a bunch of talks at industry conferences. I like to travel. And so on.

I think and speak in metaphors. I think metaphors are some of the most powerful tools for explaining concepts, because they tap into the existing patterns and models in our brains. I think about that a lot, too, how we learn and how we understand things. And so I intend for this blog to be a collection of metaphors I use to talk about the experience of life.And that's the core of it: metaphor is my experience of life. Metaphor is what lets me learn something from rock climbing and apply it to my leadership work. Metaphor is what helps me explain a tricky concept from one field to experts in another in terms they'll understand. Metaphor takes the laundry lists I've just written and synthesizes them into a single, integrated, wonderful life.

My job at Bungie these days is about one core piece of technology we use to make our games. It's a system that all the artists, designers and sound designers use to get their work into the game. So, like any technology job where you're building a product other people use, there are two kinds of work: the work of building the technology and the work of supporting the people using it.

Things have been busy enough lately that I was trying to focus just on the coding and not do much support work. It wasn't really working out. All around me the artists, designers, and sound designers were struggling with issues while I was trying just to plow ahead on the coding work we need to get done. When the support work boiled over and I had to stop and attend to it, it took a ton of time and effort. Because I'd been burying my head in the sand trying to get code written, I didn't have any context for what was happening with the users. If I had to help someone, first it took me a good half-hour of asking random people questions just to have enough context to even understand what the problem was and what needed to happen.

I couldn't ignore the support work, though. Eventually I had to turn my attention towards it, and so I did, one week, and it consumed basically my entire week. I got just about nothing else done. It was frustrating seeing the coding work pile up, so my response was to keep trying to minimize my involvement in the support work. I'd do as little as I could get away with, try to hand off problems to someone else. Bu it didn't seem to actually help. It still took a ton of time just to figure out enough about a problem to know how to hand it off to someone else, and if anything that ramp-up time was getting longer.

* * *If you've ever watched the Tour de France, or the road biking events in the Olympics, or ever seen any group of people riding road bikes together, you've probably noticed they tend to cluster together in a compact formation. They're not just riding close together because they like the company (and the increased risk of crashes and injuries.) No, they're riding close together because of drafting.