Simply put — give as much thought to the process as you give to the outcome.

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A good decision is different from a good outcome. Photo by Elena Mozhvilo on Unsplash

I’m currently in a business analytics class in my MBA program, which is all about using quantitative methods for coming up with the best business decisions. There was one particular quote mentioned in the intro session that really got me thinking.

A good decision is different from a good outcome.

This really spoke to me. …

It makes assumptions about decisions that haven’t been made yet and circumstances that haven’t happened yet.

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Photo by Felipe Furtado on Unsplash

It’s no question that estimates still play a big role in modern-day planning. It’s easy to see why. Estimations give us a mental model of what’s possible in a given timeframe. Having an estimate gives us a sense of security that we know what’s coming and based on which we might drive the rest of our plans. There’s one big problem with it though — it’s often a false sense of security.

The time it takes for us to deliver expected results is a direct product of hundreds or thousands of decisions we make as we execute the work. In the software business, these decisions range from what kind of usability and function we want to deliver, how we design the software, where we add (or remove) code, who writes the code, who reviews it — an endless list, honestly. Adding to that, external factors and circumstances that we have little control over can easily throw off any picture you might have had about the future. …

The minutes you spend on screening might be the most important ones in your day.

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Photo by Dylan Gillis on Unsplash

I’ve interviewed potential hires in both my current and previous jobs, and the differences between the approaches we took at each place are quite stark. In one of those jobs, the process was quick but consequently ended up in a lot of hiring errors. On the other hand, I always felt super drained after the long interviews at the other gig. I’m sure there’s a good balance between making sure to hire well on one hand and spending too much time on the process on the other. But where exactly do I draw the line?

I’ve realized interviews, and screening candidates in general, are an artform more than an exact science. Hiring is generally “best guess”. Hopefully though, remembering the points below might lead you to making better returns on the effort you spend on screening. …


Derwin Dexter Sy

I’m an engineering manager and entrepreneur who loves exchanging ideas and helping others become better at what they do. I run a blog at

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