OPP is also a forcing function for leadership. It forces true leaders to step up and make the hard choices.
If you're faced with OPP, here are a few things I found useful in my career.
## Do Important Work for Important People
The best way to be successful in any organization is to do important work for important people. Important work for unimportant people will get you no where. Same is true for unimportant work for important people.
Take a look at your OPP and ask yourself:
* Is this work for someone important?
* Is this work important to that person?
Both answers should be yes, otherwise it's just OPP.
## Let Fires Burn
Once you decide the work is OPP, then you need the courage to say no. You must let that fire continue to burn without it distracting you. Masters of Scale has a good episode on this topic . Easier said than done of course. I found Stoic practices to be very helpful here .
## Customer Obsession & Ownership
OPP should always be evaluated through the lens of the customer. Bottom line, the customer is always the most important person and they trump all. True leaders are obsessed about providing a better customer experience and they're willing to pay the price in order to do so.
If you have OPP that's important work for someone important, but it's not important to the customer, then you may just have to let that one burn too. And once you make that call, you have to own it. Always take responsibility for the decision and defend it on the customer's behalf.
I've found Amazon's leadership principles to be invaluable when making these type of tough decisions . It's no coincidence that Customer Obsession and Ownership are #1 and #2.
 http://amzn.to/2niWhO9 (Camille's link not mine)
This post is written by the author of The Manager's Path, which I also recommend: https://www.amazon.com/Managers-Path-Leaders-Navigating-Grow...
- make sure this is something you want
They can be tough conversations, but rewarding on both sides.
If you are leading a team of devs at the very least read these 2 books:-
As a manager, one of the most important things you can do is schedule regular 1 on 1's with the people who report to you. Both "The Manager's Path" and "Behind Closed Doors" stresses this.
In about 4 months, it'll be helpful to review PG's essay, Maker's Schedule, Manager's Schedule
Right now, you'll be coding most of your time, but you'll soon have more and more meetings. MSMS names the feeling of frustration around meetings, and describes how to handle so many meetings.
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