Issue #347

tl;dr: The bill is designed to further support engineering managers at Honeycomb, with the following guidelines: (1) Create a culture of respect for both management and IC work, due to the increasing "disdain" managers are facing. (2) Provide a career path within management with multiple ways to advance. (3) Be straight with teams about what managers are there to do. (4) Cultivate the flow of feedback in both directions, between managers and IC. (5) Allow manager & IC compensation to move independently with the market.

tl;dr: "Imagine two people - Person A acknowledges the complex problem, and focuses. Person B doesn’t see the complex problem, and simplifies." Both approaches may seem very similar at first glance. "Focus looks like simplification. Simplification looks like focus." But when things go wrong, as they tend to do, Person B will make bad decisions. They’ll pick bad strategies and tactics and spread the lack of context awareness to their team. 

tl;dr: "The trouble begins when you begin to favor bad arguments that involve data over good arguments that don’t, or insist that metrics be introduced in realms where data can’t realistically be the foundation of a good argument." An over-reliance on data can lead to introducing metrics where they don't belong and focussing only on what can be measured.