The six-week-overdue commit

Emulate Showcase Kit. That little dropdown button is what the user sees, and that's what I added to reelyActive's core open source software product today. Of course adding the button was the easy part. Adding the functionality, which involves architecture-level decisions, was the challenging part.

I had been planning to complete this six weeks earlier, and the fact that I was effectively able to complete this in an afternoon made it frustrating that it hadn't been completed sooner. However committing the code provided me a real sense of satisfaction.

I wish I could write code and advance the core product whenever I'm motivated to do so (which is most of the time). Unfortunately, my role in the startup involves many additional responsibilities, and I'm not convinced that I've been able to strike a healthy compromise between the two. I think about this a lot and intend to dig deeper as Startical 2.0 progresses.

Note to future self: this was starling@1.0.1 and hlc-server@1.0.17

E-mail Autoresponder

Here's my e-mail autoresponder message similar to the one in Startical 1.0 . Curious to see if it garners interesting responses like the ones received during Startical 1.0: "I would love to do the same … !" "C'est une bonne décision. L'esprit est aussi important que le reste et j'espère que ce Startical te permettra de recharger les batteries comme tu le souhaites." "It’s what we all wish we could do!" "Take a good rest Jeff, you deserve it" "Awesome auto reply"

Borscht

Evolutionary Purpose

Will and I discussed finding the balance of progress and purpose in organisations (startups and otherwise) which reminded me of the book Reinventing Organizations by Frédéric Laloux which was recommended to me by one of my mentors. We found the clip above on YouTube (if you're not familiar with Laloux, it's a nice short summary of his work) and one element stood out for me: what he called Evolutionary Purpose . How I understand this concept is that the purpose (or soul) of an organisation evolves over time, rather than an individual or leadership team directing towards a specific outcome. It's very much in line with the sailboat analogy and the lunch discussion I had with the team. It is very reassuring to me that the people closest to me today all affirmed my feelings on leadership, and interesting that it often took very different paths/context for us to be able to truly connect on the subject.

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