Camille Fournier
12 statements across 1 episodes · 5 bullish · 2 bearish · 1 people on the record · first statement Jul 17, 2019 by Camille Fournier · across every show →
On the record as a speaker too: Camille Fournier's record, appearances and statements → this page counts the times other people say the name.
Everything said about Camille Fournier, oldest first
Jul 17, 2019 neutral
Fournier: Engineering teams devolve into parallel play without deliberate team-building
“I think that a lot of engineering sometimes feels like parallel play, where it's, like, People, they aren't really working together exactly. They're kind of each working on their own project separately, and maybe they give each other code reviews, but making y…”
Jul 17, 2019 positive
Fournier: Management becomes necessary once startup teams outgrow direct constant alignment
“At some point you get enough people that you need to really coordinate work Amongst people who are not just like joined at the hip talking to each other all the time, completely on the same wavelength. And that's when structure and hierarchy and some kind of m…”
Jul 17, 2019
Fournier: Managing leaders who never ask for help is much harder
“Speaking for myself as a manager of managers, it's much harder to manage someone who never asks you for help and doesn't,
Doesn't know, doesn't think that they're, they should, you know, lean on you occasionally than someone who knows when to come to you and a…”
Jul 17, 2019 positive
Fournier: Large companies should reassign misplaced talent rather than fire them
“I also think that like, if your company is big enough you should be trying, if you hire someone and you think they're great, but they don't work out on the job you put them in, as long as you think they're a general cultural fit for the company, you should try…”
Jul 17, 2019
Fournier: Asking insightful technical questions builds immediate credibility with engineers
“Being able to ask good questions is what makes you legit to engineers, right? If they feel like you actually understand what they're telling you that they're working on and can ask them like an insightful question about that system, like you get a lot of cred …”
Jul 17, 2019 negative
Fournier: Early startup success creates a false belief that management is unnecessary
“When you have a lot of people who have seen success at these very small stages and they're, they believe incorrectly that the thing that made them successful was just like, well, we just got these smart people together and let them do what they thought was rig…”
Jul 17, 2019 negative
Jul 17, 2019
Fournier: Managers who only play 'management telephone' add very little value
“If you, if all you're doing is playing management telephone, your manager is adding very little value to the team. And so that's why, like, I think management is not just about people management because people management is just not all of the job.”
Jul 17, 2019 neutral
Fournier: Side projects cannot substitute for production experience when evaluating technologies
“Knowing a little bit of like Go or like having like spun up Kubernetes on my, you know, on a test, test cluster at home is not nearly enough to have an informed good opinion about A new language or like a new system. Like you have to run those systems in produ…”
Jul 17, 2019 positive
Jul 17, 2019 positive
Fournier: Quality tech companies offer senior career tracks without people management
“Most companies that I see that I would consider to be quality companies. They have separate tracks that do not require like you managing A lot of people or any people at all to become a very senior person, a very well, you have a career.”
Jul 17, 2019 positive
Fournier: Good management is essential, not waste or overhead
“The thing that I'm observing is that actually like management is pretty important, that good management is actually a pretty important part of making engineering teams effective, making companies effective. It just simply isn't true that management is overhead…”