"The basic idea is, if you look at your own community with the eyes of an outsider, look at it from the perspective of a specific group of people you'd like to recruit, what do you think might discourage them or make them uncomfortable? Those are what we'll call "weirdnesses." And you get to decide, your community gets to decide, which weirdnesses are essential, and which ones, in Betsy Leondar-Wright's words, are inessential, meaning you should offer a workaround for them, or even try to change them."
It unintentionally (I promise you) exploits a bug in the human OS that says that if someone says 5 wrong things and 2 right things, it is very difficult to get across 'Those 2 things are objectively right, but those 5 things are wrong, and so this person is, ultimately, wrong' without folks going 'But those 2 things are right.' And others going 'How can you trust this person who is saying things are wrong, when we know those two things are right.'
I’ve spoken to hundreds of leaders and managers as we’ve started Lighthouse and one common pattern we’ve found is somewhere around 25 employees, everything breaks.