This post was originally written in Italian by Paolo Gambardella. It has been translated by an AI agent and may contain inaccuracies.
Sometimes we romanticise work to the point of ignoring that moment — which always comes — when we start running on autopilot. We begin measuring our value by the time we put into something, without thinking about the actual outcome or what we’re really delivering to players.
I’ve often found myself in situations where colleagues were clocking loads of extra hours just for the sake of it, or because they’d been pulled into this endless loop. Which inevitably leads to poor project estimates, treating things as feasible when they simply wouldn’t be without the overtime — overtime that, for the most part, adds no real value to the game.
I can’t change those attitudes, though I’ve tried. But I don’t fall into that trap either — I don’t do unnecessary extra hours, especially unpaid ones.
Disagree and commit
These days I’d rather focus on my own work than get into debates, because I’ve noticed people get defensive pretty quickly.
On one hand, I work on what I’ve been assigned, always trying to deliver on time and with something extra thrown in. On the other, I keep proposing improvements on whatever initial vision I’m given. They’re rarely accepted, but the exercise helps me think through the product — and it also signals what I’m capable of.
- A client’s game is not my game
- If a client asks me to design a half-baked feature, I first design it exactly as they’ve described
- Then I offer what I’d consider an improvement, without pushing it. If the client says no, it’s no. Again — not my game.
Show, don’t argue
In a lot of organisations — bigger companies especially, where people go through incredibly elaborate hiring processes and are expected to show up with an impressive track record — verbal disagreements are very often read as personal attacks. Particularly in remote settings, without face-to-face contact, I’ve found that either I’m rubbish at arguing my corner, or people are just too proud to budge.
If I want a design change, I never raise it in the meeting. For me, meetings are a tool for one thing only: showing you want to work as a team, and giving people credit. What I’d rather do is present the requested version alongside a quick prototype of the improved one.
Eagles don’t crunch
I’m like an eagle — I fly high, and occasionally I dive to solve a concrete problem. A lot of clients want me to be a pigeon: fly low, peck around, make a mess here and there.
I have the experience to work efficiently. I don’t need to put in more hours than necessary. I’d rather focus on delivering high-quality work within my contracted hours. I always back other people’s ideas, however odd, but when my day is done, I switch off.
And if they’re paying me eagle rates to do pigeon work — fine by me. Less responsibility.