The Book of Redgate: Meetings

I think we might have forgotten this a bit, but on one of the pages, we have this title: A Meeting without an Objective is a Chat.

You can see it below, with a few funny things.

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I don’t get too many meetings, at least not too often when I’m working remote. When I’m in the office, I’m usually there for meetings, and if I get 5, 6, or more a day, that’s fine.

I do think that most of the meetings I’m involved in (outside of sales) are worthwhile and helpful. They tend to focus on topics or work that needs collaboration in real time. There can be a few that get scheduled and aren’t needed, but I find lots of people quick to end meetings early and not trying to draw them out for the scheduled length.

I have a copy of the Book of Redgate from 2010. This was a book we produced internally about the company after 10 years in existence. At that time, I’d been there for about 3 years, and it was interesting to learn a some things about the company. This series of posts looks back at the Book of Redgate 15 years later.

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Ghostworkers

Ghostworking is pretending to be busy at work. According to this article, it’s on the rise with a number of people looking for other remote opportunities at other organizations. Some employees might be just wasting time at the office, though I suspect there is a minority that are actually working at another (second) job. Maybe they are growing a side hustle or maybe they’ve even accepted another job, and they’re spending part of there day on those tasks.

This might be part of the reason that many managers want to get people back into the office. I think that’s flawed as a)  most managers aren’t great at their jobs and b) people still ghost work in the office. I’ve had numerous “clipboard carriers” alongside me in my career who spend an inordinate amount of time at the water cooler, coffee machine, or walking from place to place and are happy to engage in hallway chats. I’ve seen plenty of managers also not know how to hold people accountable for their work (or lack thereof). Especially technical people who find many reasons why problems are hard to solve.

I wonder sometimes if we’ve created a culture of looking busy. Many employees schedule lots of meetings, often with managers, to provide updates or create discussions about what to do or how to do it. Often the meetings seem reasonable. However, a lot of those meetings, updates, or decisions could be cut short, and more actual work could be finished. The number of people engaged in meetings all day is crazy. That happens to me when I come to Redgate offices, but I am there for meetings, and I try to have substantive discussions. I also know I can’t do have that many meetings every week because I do need to actually get something done that helps the company.

This quote in the article is disturbing: “The workforce is currently under immense pressure to appear productive, even when it’s counterintuitive to actual productivity…”. I wonder how many people feel this way in the modern world, and if this is a reaction to concerns about layoffs/AI replacement/something else or is it just slacking off?

My career has been successful in part because I’ve always worked hard. I might not be a good example for many of you, as I likely work too hard, but I can say that being efficient and effective, getting tasks done on time or sooner, and not just agreeing to more work to please others has helped me. I agree to timelines that I can meet, and I work hard to get things done on time. I would say that constantly learning, finding better ways (and quicker ones) to do your job, will help ensure you have a good career. Especially if you work on things that the organization finds important, rather than those you want to tackle.

Steve Jones

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Book Review: The Idea Factory

2025-08_0097I picked up this book after watching a podcast with the CEO of Windsurf. He talked about this book inspiring him, so I grabbed it.

The full title is The Idea Factory: Bell Labs and the Great Age of American Innovation. This book covers Bell Labs, how it was set up, grew, and advanced through the 20th century, until it basically disappeared in the early 2000s.

It’s an interesting history lesson that examines the lab and some of the figures that drove it forward, as well as the various inventions and discoveries from the lab that helped create the technology revolution. It’s amazing to read for a technologist to think about how many things we depend on came out of Bell Labs.

I used to want to work at Bell Labs. I mostly learned about it from Unix, with the history of that operating system being developed there by Dennis Ritchie and Ken Thompson. I used a lot of Unix and thought that would be a neat place to work.

After reading the book I realized I wasn’t really smart enough to work there, nor necessarily driven enough to be as assistant conducting experiments.

What I found interesting is that originally the labs were created in New Jersey to help further analog communications. As a research arm of ATT, early leaders needed a way to help ensure the company would lead the telecommunications world and produce items that could be engineered into products that supported the telephone network.

We learn about then work in furthering speech compression, video transmission (in 1927), information theory, radio astronomy, and perhaps most importantly, the transistor. I didn’t realize that Bell Labs created this, after trying to hand grow p- and n-  gates out of germanium and succeeding. We also get some of the sordid history of people not necessarily sharing credit with each other.

Maybe the most interesting thing is how many researchers worked there almost as professors, without deadlines, without structure, with the need to drive themselves to think about how to innovate things that hadn’t previously existed in the world. To me, this brings home the idea that we need people in universities who can just research things and think. Without time or money pressure, but perhaps most importantly, with the goal of their ideas being licensed and used by anyone else.

This happened with the transistor, and it’s a little sad that today universities lock inventions down with a stake in companies formed by graduate students and professors. It seems like we’ve lost that part of knowledge searching and sharing in the world.

This is a fairly long book, and definitely historical in nature, but it’s well written, and I enjoyed reading it.

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Re-running Storage Enhancements

When I came back from sabbatical, I think there was a slight miscommunication. I was supposed to be back at work Aug 11, but I took a few days of vacation in CA with family. As a result, no newsletter ran on the 11th.

I rescheduled some content and one of those was my editorial, which runs today: Storage Enhancements.

A few people commented, but I liked this one, so I’m re-publishing it.

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