I've had to inform leadership that stability is a feature, just like anything else, and that you can't just expect it to happen without giving it time.
One leader kind of listened. Sort of. I'm pretty sure I was lucky.
Ask them if they're into pro sports. If so (and most men outside of tech are in some way), they'll probably know the phrase "availability is the best ability".
i got lucky at my last shop. b2b place for like 2x other customer companies. eng manager person (who was also like 3x other managers :/ ) let everything get super broken and unstable.
when i took lead of eng it was quite an easy path to making it clear stability was critical. slow everything down and actually do QA. customer became super happy because basically 3x releases went out with minimal bugs/tweaks required. “users don’t want broken changes immediately, they want working changes every so often” was my spiel etc etc.
unfortunately it was impossible to convince people about that until they screwed it all up. i still struggle to let things “get bad so they can get good”, but am aware of the lesson today at least.
tl;dr sometimes you gotta let people break things so badly that they become open to another way
You put effort into writing an unnecessary tldr on a short post, but couldn't be bothered to properly Capitalize your sentences in order to ensure the readability.
If a person tries to communicate, but his stylistic choice of laziness (his own admission!) gets in the way of delivering his message, it is very tangibly useful information to tell, so that the writing effort could be better optimized for effect.
I wasn't even demanding/telling him what to do. I simply shared my observation, but it's up to him to decide if he wants to communicate better. Information and understanding is power.
Your choice. The worst thing is not knowing ("Why are not posts with reasonable opinions are being downvoted and not engaged with?"). Now you know (you are welcome) and it's your choice what to do with that information.
