greg: a user's guide
I've learned that understanding how someone works can be as useful as understanding what they're good at.
This isn't a personality test or a list of instructions for everyone around me. It's a practical description of how I operate, what helps me do good work, and where I've had to build better habits.
Start with the bottom line
Give me the big picture first. I'll ask for more detail where I need it, and I usually don't need a twenty-page explanation before we can begin talking.
I'm generally more effective when someone brings me the relevant information and we can work through what it means together. I don't always need to participate in every step of the research. That doesn't mean I'm unwilling to dig into the details; when something is unfamiliar or consequential, I absolutely will. I just prefer knowing what question we're trying to answer before spending hours collecting information.
Give me something real to work with
I like building, modeling, demonstrating, and experimenting. A working example or something I can test often teaches me more than an abstract explanation.
I enjoy variety, and I don't mind switching between different kinds of problems. In fact, spending too long on repetitive work can drain my attention. I also tend to think better when I can move around, interact with something tangible, or talk through an idea, in person when I can, rather than spend the entire day staring at a screen.
Quality matters to me. I want to understand what we're making and why it should last.
Don't manufacture urgency
I respond to real problems and meaningful deadlines. I don't find constant crisis-mode particularly useful.
If everything is urgent, I want to understand which risks actually matter and what the business needs us to accomplish. Pressure without context rarely makes the work better.
I'm comfortable working through uncertainty, but that doesn't mean I want everything left undefined. Give me enough context to understand the risks, and I'm generally happy to test an approach and adjust as we learn. When everything is unknown, I may need a little time to get my bearings before committing to a direction.
Bring a concern, and help me understand the alternatives
You don't need to agree with me, and you don't need a fully formed solution before raising an issue.
But I appreciate it when we can articulate the concern, explain what might go wrong, and explore different ways forward. Complaining without ever engaging with the problem doesn't get us very far.
My one-on-ones adapt to the person
Some people want to talk about architecture, career development, or the philosophy of engineering. Others need a quick check-in or help untangling what's frustrating them.
I don't believe every one-on-one needs the same script. I want the time to be useful for the person I'm talking to.
My notes are lightweight. I focus on decisions, risks, and follow-ups rather than recording a transcript. When something matters, I want us to leave knowing what happens next.
Tell me when I'm missing something
I'm comfortable with direct feedback, especially when it's specific. If I'm talking too much, asking the wrong questions, or creating friction, I'd rather know.
I care more about getting to a better outcome than defending the first version of my thinking.
Known bugs
I've been doing this long enough to know that I come with a few quirks. Some are useful in the right circumstances. Others can create friction if I'm not paying attention.
I can get more excited about starting than finishing. New problems energize me, especially when there's an opportunity to build something or figure out a better approach. The less exciting follow-through doesn't always come as naturally. I've learned to compensate with clearer ownership, visible follow-ups, and systems that help make sure things actually get finished. I haven't magically eliminated the tendency.
I ask a lot of questions, and they can occasionally sound like challenges. Most of the time, I'm just trying to understand how something works or why we're making a particular decision. If it feels like I'm interrogating you, tell me. There's a reasonable chance I haven't noticed.
I think out loud. Sometimes you'll hear me working through an idea before I've decided whether it's a good one. Don't mistake every suggestion for a decision or a change in direction. Feel free to ask whether I'm exploring possibilities or asking us to do something.
I have a tendency to step into problems that don't have clear owners. That's occasionally useful when something is on fire, but it's not a sustainable way to lead an organization. I've become more deliberate about identifying who should own the work and making sure I'm not becoming the bottleneck I'm trying to remove.
None of these are excuses. They're things I know about myself, things I'm continuing to work on, and things I want the people around me to feel comfortable pointing out.
Self-awareness is useful only if you do something with it.
This guide evolved from an earlier version I put together with the help of a career coach. That original version focused more on how I naturally work. This one reflects some of the things I've learned about working with those tendencies over time. Read the original User's Guide (opens in a new tab)