The Dichotomy Of Company Trust
To grow we must have it, but when we grow it all just seems to fall away.
Any progressive software engineer who’s done more than a few years of service in the Grand Game of Software Engineering will have encountered several different different management styles, backslapping¹ HR autocracies, and most definitely skewed remuneration strategies².
If you haven’t, well, it’s time to do your duty and spread yourself around, whore yourself out (metaphorically), and get some valuable experience whilst you’re at the early stages of your development — as you’re most definitely going to need it later on to survive.
As you progress up the ranks, your progressive chops continually developing, you’ll notice that trust (as I’ve written about many times) is a central tenet in the general operation of any company.
Today, we’re going to examine how trust influences company growth and how it is a commodity tends to be very tightly held by those in notional power.
Start Me Up
In the beginning every company was a startup, or accident³, and had a very small group of people — or often a single person — at the helm.
Trust wasn’t really an issue then as with so few people the notional leaders (some call them ‘founders’ which to me says a lot about their own…
