this post was submitted on 29 Dec 2025
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The “doorman fallacy” is a major complaint I’ve had about past managers. I’d say things like “they let Excel manage the business. If there’s a cost without a painfully obvious benefit, it’ll be mindlessly cut. They put zero thought into intangible benefits. That’s why I’m always suspicious of new managers.”
Even if there's an understanding of the doorman fallacy throughout most of the chain of command, you can still run into issues.
I know as an analyst both me and my boss were very aware of intangibles, but usually couldn't find a way to model them. The consumers of our reporting would also want these, but couldn't always tell a story that was palatable to the client to justify the expense.
You end up with everyone knowing the doorman is a big deal but being unable to hold onto him.
Yeah, have a new executive who managed a vaguely segment appropriate "hello world" with code gen and so regularly rants about why we should be paying human developers.