非理性繁荣 //www.klytx.com/ 2020-10-05T01:44:15Z 金沙手机网 lethain@gmail.com 决定开关的公司。 2020-10-01T06:00:00-07:00 标签:www.klytx.com,2020年10月1日:/决定到交换机/

Note: this is an article forstaffeng.com, written for an audience of folks on cusp of reaching a Staff Engineer role.

我的父亲是经济学教授。之后,他完成了他的博士在他的二十年代末,他在一所大学开始教学,在那所大学拿到终身教职,并走出了四十几年后退休。在技​​术合作,就像童话一样的是声音。

很少有软件公司有一个四十多的跟踪记录,甚至更少的人,其forty-year career由一个雇主。曾经有一个米姆,许多工程师在每个公司一方,四年花了最大化他们的股票奖励计划,然后反弹到下一个。如果曾经发生了,那肯定是不适合谁对渴望或达到员工加角色乡亲共同的行为。

取而代之的是,通常那些人留下来,并获得奖励,只要保持在给定公司的情况下,支持他们的成功。如果这些情况发生变化,他们往往要么离开,此后不久或花,而烧出来,然后用尽他们的情绪水库蓄水后离开。

这需要多年打造的知名度和社会公信力得到从高级工程师角色给员工加的角色,这使得它走路非常困难的路程,如果你觉得你晋升just一个驼峰从促进路程。离开的时候,它可以感觉,手段从头开始了。

再然后,如由Duretti HirpaKeavy麦克明,是很常见的乡亲通过加入一个新的公司获得他们的第一个工作人员加标题。即使所有内部的信誉,有时会留下是前进的最有效途径。

什么是适合你的决定吗?


在进一步讨论之前,我想认了两个非常不同的工作交换经验:特权灵活性,一个又一个的刚性约束。你居住可能依赖于一个工作担保签证。你可能会支持一个大家庭。你可能会受限于少数用人单位的地理区域。这个建议集中在前者的情况下,这是人谁是深足成技术事业追求员工的角色更常见的情况。你绝对应该把它打折,这不能反映你的情况的程度。

为什么留下作品

虽然知道自己的长处公司最好的是您当前的公司,他们是公司最有可能给你一个工作人员加的作用。然而,实际上授予的作用取决于很多间接的担忧,这不是它如何在实践中运作的。

如果您目前的团队是非常资深的,它可能很难在员工和工程师的水平,因为它被归因于你的同行来证明你的影响。您的经理可能有没有空间再工程师的工作人员在有限的预算。你可能缺乏内部赞助商。只是有可能不是在你公司的额外工作人员工程师的需求。任何这些可能意味着,虽然你应该得到提升,目前的公司则不会。

相反,当你面试的新角色,你可以简单地继续面试,直到你找到一个公司,是能够授予的称号。在采访过程中经常给它带来了一个自动的赞助商 - 人事经理 - 他们的动机永远不会和你比在采访过程中更加一致。

技术访谈不一致和成功,这是不好的行业和坏公司的不可靠的预测,但对你有利,如果你设置工作在敷脸的工作人员加的角色,并愿意进行广泛搜索。访谈创造了机会,发挥“偏见套利,”发现不成比例重视您的特定品牌废话的公司。这可能是值乡亲会议上发言的知名度,你的经验设计的API的公司,或your PhD thesis on compilers

同样的,有时你会在一个公司里你的名誉是防止向前进步进入一辙。也许你已经列入标记后问题标记为“困难”。也许你不好意思一个有影响力的导演在午餐和他们封锁你的推广。新的公司可以让你离开那个行李后面。


是的,当然,它总是一个悬而未决的问题是否就可以really留在高科技产业你身后什么。它可以感觉时间有点排外。如果你已经在技术中心工作,在规模较大的公司,并为十余年来,那么你几乎可以肯定有与人面试你的相互连接。

如果你有一个糟糕的运行在一个公司,也许你的男人ager was a bully or maybe you were going through a challenging period in your own life, it can feel like a cloud poisoning your future prospects.That said, much like the interview process in general, references and backchannel reference checks are deeply random.If you need any further evidence of that, look to the serial harassers who continue to get hired job after job at prominent companies.

Things to try before leaving

If you’re planning to leave due to lack of interest, excitement, support or opportunity, it’s worthwhile to at least explore the internal waters first.This lets you carry your internal network with you while still getting many of the advantages of switching companies.Depending on your company’s size and growth rate this might not be an option for you, but there are some folks who switch roles every two-to-three years within the same parent company, and find that an effective way to remain engaged and learning.

On the other hand, if you’re considering leaving due to burnout or exhaustion, it’s sometimes possible to negotiate a paid or unpaid sabbatical where you can take a few months recharging yourself, often in conjunction with switching internal roles.This is more common at larger companies.(In case you were wondering, no your coworkers taking parental leave is not “on sabbatical” or “on vacation.”)

Leaving without a job

Speaking of burnout, if you’reparticularlyburned out, it’s worth considering leaving your job without another job lined up.There’s a fairly simple checklist to determine if this is a good option for you:

  • Does your visa support this?
  • Are you financially secure for at least a year without working?
  • Do you work in a high-density job market, remotely, or are you flexible on where your next job is?
  • Do you interview well?
  • Could you articulate a coherent narrative to someone asking you why you left without a job lined up?
  • Are there folks at your previous company who can provide positive references?

If all of those are true, then I don’t know anyone whoregretstaking a sabbatical.However, bear in mind that it’s only the folks who took six-month-plus sabbaticals who felt reborn by the experience.Folks taking shorter stints have appreciated them but often come back only partially restored.

Taking the plunge

If you’re almost at the Staff promotion in your current company, there is absolutely another company out there who will give you the Staff title.Whether or not you’ll enjoy working there or be supported after getting there, that’s a lot harder to predetermine.If your internal reputation is damaged or if you’ve been repeatedly on the cusp of promotion but victim to a moving criteria line, then you should seriously consider switching roles if the title is important to you – at some point you have to hear what your current company is telling you.

Conversely, if you’re happy in your current role outside of the title, consider if you can be more intentional about pursuing your promotion rather than leaving.Many folks hit a rut in their promotion path to Staff-plus, and using techniques like thepromotion packetcan help you get unstuck.If you’ve used all the approaches, taken your self-development seriously, and still can’t get there – it’s probably time to change.

That said, it’s easy to overthink these things.Few folks tell their decade-past story of staying at or leaving some job.

金沙手机网 lethain@gmail.com
TechWriters社区。 2020-09-26T06:00:00-07:00 标签:www.klytx.com,2020年9月26日:/ techwriters /

In part "stuck away from friends due to pandemic" inspired, I've been wishing there was a tech writing community for semi-serious writers.As an experiment, I'm trying to spin up a Discord server to create such a community.

Read a bit more about the project attechwriters.dev

My hope is this will become a healthy, positive place to talk about creating tech and tech-adjacent, particularly for folks who do it semi-seriously: frequently bloggers, book authors, public speakers and so on.Creating this sort of community is hard work, and not something I've done before, so I imagine it'll be a bit of a learning curve, and excited to add a few more administrators if there are folks with that experience who'd be interested in participating.

Alright, a few frequently asked questions.

Should I join?

Sure, if you're interested you should join.I'm not really sure what "semi-serious writer" or "semi-serious" content creator means, so if you think you'd enjoy being part of a creative community then you should definitely join.

Why Discord rather than Slack?

To be honest, I've never used Discord before, but a few folks mentioned it as preferable to Slack and figured it would be good to give it a try.

Why not join an existing community instead?

I reached out to a handful of folks and none had found a particularly good fit in an existing Slack or Discord, so decided to try spinning one up.It's totally possible there's already a great existing community that'll emerge from the woodwork and it'll make more sense to fold this effort into that preexisting one.

Can I be an admin?

Maybe!If you're empathetic, kind and engaged then send a note totechwriters-dev@googlegroups.com和 we'll see what we can do.

金沙手机网 lethain@gmail.com
可见。 2020-09-24T06:00:00-07:00 标签:www.klytx.com,2020年9月24日:/是可见/

Bert Fan’s best advice for those trying to reach a Staff-plus role was,

often reaching Staff is a combination of luck, timing, and work.

Timing is a particular sort of luck, so in some ways you can simplify this even further down to just luck and work.

If you’re fortunate, then you won’t have to pursue a deliberate path to a Staff-plus role..你已经在你的公司工作之前ities, have a well-positioned manager who cares about supporting your career, and are working from your company’s headquarters office.If you’re starting with none of those things, getting promoted is going to be quite a challenge, but don’t count yourself out: it’s easy to underestimate your own role in getting lucky.

One of the most effective ways to get luckier is to be more visible within your organization.There are of course very quick, very negative ways to increase your visibility, so I’ll refine the statement a bit.Your goal is to be known for good things while minimizing the organizational bandwidth you consume to do so.

Why visibility matters

Katie Sylor-Millerdescribes visibility as a key piece of getting promoted to Staff,

Something I haven’t talked about enough is communication and transparency.A big part of being promoted to Staff is making sure that your work is visible, that people know your name and you have a good reputation.

Staff-plus roles areleadershiproles, and by recognizing you with such a role the company is bringing you into its leadership team.The existing members of that team want to be comfortable that they’re expanding their ranks with folks they believe in, and they can’t believe in you if they don’t know you.

If you’re operating without much visibility within your company, this may likely come across as cliquey or gatekeeping behavior.Conversely, if you are well-known internally, this may feel like the necessary cost for maintaining a consistent set of expectations and criteria for folks taking on leadership roles – how could you maintain consistency if you are unfamiliar with their work?


It’s interesting to briefly reflect on how inclusive organizations mitigate the negative gatekeeping aspects of validating folks are appropriate additions to your leadership team.The answer is that they design mechanisms to ensure thefullswath of potential leaders get exposure to the folks who will evaluate them for leadership roles.Conversely, less inclusive organizations inadvertently center access on folks who most aggressively self-advertise.

Internal visibility

The single best way to create internal visibility is towork on the things that matterto your company and company leadership.This path is also the most aligned with how a well-managed company will evaluate your contribution.

Sometimes that isn’t enough though, and some other strategies are:

  • Write more long-lived documents, like architecture docs or technical specifications.
  • Lead (and to a less extent, participate in) company forums like architecture reviews, company all hands, and learning circles.
  • Be a cheerleader for your team’s and peers’ work on Slack.
  • You can also cheerlead via email instead of Slack.
  • 每周分享笔记of your work to your team and stakeholders, in a way that other folks can get access to your notes if they’re interested.
  • Contribute to your company’s blog.
  • Attend, or potentially even host, office hours for your team or org.

Find the right mix of activities that leverage your strengths, aren’t already overburdened with volume, and feel authentic to you.If you’ve never done much communication of your work, it may feel awkward to self-promote your work.You never want to wholly lose that sense of awkwardness–restraint helps–but you will have to get comfortable with some of it.

External visibility

It’s helpful to complement your internal visibility work with external visibility work.There are a huge number of successful Staff-plus engineers with no external presence, butmany find external visibility contributes to their career

Compared to an exclusively internal focus, one advantage of building an external presence is that there’s a lot more room to create a niche and name for yourself.Internal efforts often end up competing for attention with your peers in a way that external efforts simply don’t.

In terms of how to create this sort of visibility for yourself and your work, it could be writing a blog post likeSilvia Botros, giving a conference talk likeKeavy麦克明要么Dan Na, going on a podcast likeMichelle Bu, turning a problem into a website and book likeKatie Sylor-Miller’sohshitgit, or creating a mailing list like Pat Kua’sLevel Up

Shouldyoufocus on visibility?

You can always have more visibility within your organization, but at some point increasing your visibility is likely reducing the opportunities for others to create visibility for themselves.Internal visibility is not strictly zero-sum, but it’s constrained by the attention of the folks you want to see your work.

My advice would be to use thepromotion packet exerciseto identify if lack of visibility is likely to hold you back in the promotion process.If so, work to clear that threshold, but not much further.Visibility is a transient currency, learning and developing yourself is a permanent one;focus on the later once you’ve done the minimum to clear the former’s cliff.

金沙手机网 lethain@gmail.com
工作人员的项目。 2020-09-17T06:00:00-07:00 标签:www.klytx.com,2020年9月17日:/人员项目/

A popular recurring idea around reaching a Staff-plus role is that first you need to successfully complete a “Staff project.” A project that is considered complex and important enough that the person who completes it has proven themselves as a Staff engineer.However popular this idea is, if you’re pursuing a Staff-plus role it’s important to pierce the mythology of these projects and focus on the experiences of folks who’ve walked the path before you.

The short answer on Staff projects is that most engineers don’t complete one as part of reaching a Staff role, although a large minority do complete one, particularly folks who attain the role via promotion at a company they’ve grown up in.谁不完整的一个乡亲,通常有可能是因为他们积累的成功在一个较长时期的纪录没有一个单一的顶点,或者是因为他们改用公司达成的称号。

我们将深入到员工的项目的几个不同的角度:

  1. Folks who didn’t complete Staff projects
  2. Folks who did complete Staff projects, including where they don’t end up working as planned
  3. What Staff projects look like and advice on how to approach them

为繁琐的细节,我们走了。

无需工作人员项目

当我问人们他们是否有一个项目的工作人员,一些问题的答案是相当简洁:

  • Duretti Hirpa, “I was hired in at Staff, so no.”
  • 欢乐Ebertz, “I actually didn’t really have a Staff Project.”
  • 戴安娜波亚尔, “No, I did not have an assigned ‘Staff Project’ and that is not something that it’s part of the promotion process at Slack.”

有些人甚至怀疑整个职员项目的概念。Nelson Elhage说过,

I'm instinctively a little bit wary of this sort of idea of a staff project, in part because one of the archetypes of Staff Engineers that I've seen are people who don't necessarily run grand projects themselves or do big things.But just are sort of incredibly effective gurus and routers who make the whole engineering organization run better.

要么Silvia Botros谁通过持续的影响为她赢得了推广,

I don't know if other engineers who are trying to get to Principal have had explicit “Staff Projects” where they had to complete this specific project to get promoted, but I did not have one.Most of my promotions have come from work that I’ve been doing for many months and we can see the results.

也有像乡亲Dan Na要么Damian Schenkelman谁把绕行通过工程管理达到的作用。达米安描述绕过项目的工作人员,

I did not.Because of how I grew at Auth0 I kind of "skipped that part".作为一个导演在启动时,我得到了机会,在技术上引领了很多大的,重要的举措,但没有具体的/明确的“员工/主项目”。

从这些故事,很显然,任何人谁告诉你,你必须完成一个项目的工作人员达到职工加标题是错误的:有很多途径来达到员工加标题,而不做一个项目的工作人员,与在工程管理进站其中突出的。

需要的工作人员项目

然而,这也是事实,许多公司需要,或非正式地执行,工作人员对项目内部晋升,因此很多人都采取一个项目的工作人员作为自己的角色转变的一部分。

瑞图万方文森特描述了Dropbox的她的经验,

我肯定有一个项目的工作人员。早在一天,Dropbox的最初是一个消费者的产品,人们下载并安装在自己的机器。当我们推出Dropbox的商业有一个请求,双方你的个人和工作的Dropbox账户同时工作,包括能够无需注销并重新登录,在它们之间进行切换。最初的实现是在巨大的时间压力编写的,它跑了多个Dropbox的过程。一个个人帐户,另一个用于商业。我的工作人员的项目是做起来很单一Dropbox的过程中可以有多个用户运行登录。困难的部分是,该项目从内核一路用户界面拉伸。我必须了解Dropbox的系统的每一个层。起初,我们认为这将需要六个月,并最终采取十八个月。它占去了大部分的桌面客户端团队的资源的相当长一段时间。

拉斯卡萨·威廉姆斯加入机内的项目,他后来成为主角,其中担任他的工作人员的项目:

我加入Mailchimp为高级工程师。我立即加入项目团队(其中包括一个工程总监和两个主要工程师协会)旨在打造出Mailchimp的第一内部,自助服务分析平台。

该项目的一个重要方面是是有效,并在高级别执行。为了更好的,或者是坏,对其他两个主要工程师意味着预期可能我没有那么高。但我可以在马上跳,并开始从他们很少用手拿着参与该项目的核心环节;截至去年底,我对球队的主要贡献者之一。我将最终正式安装作为一个技术领导来帮助继续牧养该项目的工作,因为它被吸收到我目前的工程组,数据服务。

很少有公司写下自己的项目工作人员的要求,他们更频繁的一种“软门”,这是一个推广会议期间提出来了,有时经理和想成为工程师的工作人员双方的惊喜。为揭开这些要求的最可靠的技术是有你的“肯定的事情”促销得不到批准,但几乎一样可靠和更令人沮丧的是依靠战略维护和宣传活动包获得反馈提前做好宣传活动的尝试。

为什么你应该做一个项目的工作人员

有时很难确定把关和评价之间的精确路线和项目工作人员的前提下,在朦胧的境界存在。承担巨大范围的项目,导航是模糊性和成功交付是区分谁已经达到员工加人的影响的有效方法,但它也很清楚,许多人获得工作人员,加上角色,不完成这样一个项目。

我的建议是,虽然可以实现未完成的专职项目人员加的角色,他们开发自己作为一个工程师,一个特别宝贵的机会。你会亲身被拉伸并在某种程度上被这种项目的种植其他品种的员工层面的工作不会。

Keavy麦克明介绍她的工作人员项目如何帮助她,

我从来没有听说过这一个名字,但我知道这个想法。我做了铅和建筑师该项目的类型 - 粗糙解决工程问题,与公司巨大的影响 - 几次,但遗憾的是他们并没有导致我被提升。他们没有导致我的职业发展虽然。这些项目给我的经验,知识和信心,对自己定位不同。即使给公众会议谈判或知道“我已经做了X和可能再次做X”。

尽管这些项目是不同的,有其捕获为什么他们在拉伸你的工程师非常有效的几个典型特征:

  • 复杂而暧昧- 在你的职业生涯早期你给出明确的问题,但是当你深入它,你会越来越遭遇不清或不确定的问题,项目的工作人员一般将启动一个作用域不佳,但复杂和重要问题。你的项目可能只断言,贵公司的整体老龄化是削弱产品的研发开始。从广泛的,不清楚(也可能是错误的)声明,你必须确定一个具体的办法,作品。
  • 众多利益相关者划分- 最简单的项目开始与周围的问题和解决方案都组织调整,但您的员工项目可能会既没有开始。这可能是其管理的意见为存在风险,但许多工程师感到受用的区域。这可能是每个人都认为是一个问题,但有关做法强烈的派系分歧,例如分歧追求服务策略或在现有的整体进行再投资之间的区域。
  • 名叫打赌, failure matters- 这将是一个重要的项目不够,在所有的组织或公司的所有会议,关于它的高层领导举行会谈。这意味着人们将密切关注你的工作,任何失败将是非常明显的。成功的将还有非常明显的!

如果您符合这些,它可能是一个员工的项目。这些可以很伤脑筋,这也是为什么他们在发展你这么有效。

获得访问项目的工作人员

在决定要采取一个项目的工作人员是第一步,你仍然需要得到访问这些项目,这取决于你的管理链条信任你足够的赌注押在你的成功。

这归结为三个因素。

  1. 首先,学习保持与你的领导团队一致,有些策略在其描述Getting in the roomStaying aligned with authority
  2. 其次,你需要知道有手头的问题,这需要技术资质being visible,一个尚未到被书写StaffEng片的话题。
  3. 第三,是在你的控制,这是具有迫切需要解决的一个职员级别的问题,这可能需要一些耐心的人要少一些。

如果你追求一个项目的工作人员?

总之,如果你正在寻找让你的当前公司内部提拔和以前没有召开员工或管理标题之前,那么你可能需要去追求项目的工作人员当中树立自己在这一水平。在其他情况下,你可能不会。

在任何情况下,它在心中值得保留所需这些项目是否与否,他们也有一些,你可以找到最有挑战性的工作,并且是那种工作将延伸并发展你成为一个更好的工程师。在短期内追求的称号很可能是最佳的避免这些项目,但在长期追求自我成长的他们是不可替代的。

金沙手机网 lethain@gmail.com
什么事项的工作。 2020-09-10T06:00:00-07:00 标签:www.klytx.com,2020年9月10日:/工作的 - 什么 - 事宜/

我们每个人都有一个有限的时间量来生存的,凡人倒计时之内,我们致力于对我们工作的一些部分。即使是最以就业为导向,你的生活会被很多的东西装满超出工作:支持你的家庭,儿童,运动,作为一个导师和受指导者,爱好等等,不胜枚举。这是一个富有生命的迹象,但一个副作用是时间做你的工作,你更深入地你的职业生涯将变得越来越稀缺。

如果你继续在你的职业生涯提前,那么即使为可供工作收缩你的时间,在你的影响预期将继续增长。有一段时间,你可以尝试减少睡眠剥夺或者你需要感觉到整个非工作活动的自己,但是你会不可避免地发现,你的工作保持孤傲冷漠到你的牺牲,而不是奖励它。只有通过起搏你的职业生涯给你的生活你可以维持自己的长期的。

的确,自己成为中央challe踱来踱去nge of a sustained, successful career: increasingly senior roles require that you accomplish more and more, and do it in less and less time.The ledge between these two constraints gets narrower the further you go, but it remains walkable if you take a deliberate approach.

First a discussion on a few common ways to get tripped up:吃零食,打扮, and追鬼。Then we’ll get into the good stuff: howyou work on what really matters?

Avoid snacking

Hunter Walk recommends that folks避免“吃零食”when they prioritize work.If you’re in a well-run organization, at some point you’re going to run out of things that are both high-impact and easy.This leaves you with a choice between shifting right to hard and high-impact or shifting down to easy and low-impact.The later choice–easy and low-impact–is what Walk refers to as吃零食

When you’re busy, these snacks give a sense of accomplishment that makes them psychologically rewarding but you’re unlikely to learn much from doing them, others are likely equally capable of completing them (for some of them it might be a good development opportunity), and there’s a tremendous opportunity cost versus doing something higher impact.

It’s ok to spend some of your time on snacks to keep yourself motivated between bigger accomplishments, but you have to keep yourself honest about how much time you’re spending on high-impact work versus low-impact work.In senior roles, you’re more likely to self-determine your work and if you’re not deliberately tracking your work, it’s easy to catch yourself doing little to no high-impact work.

Stop preening

Where “snacking” is the broad category of doing easy and low-impact work, there’s a particularly seductive subset of snacking that I call “preening.” Preening is doing low-impact, high-visibility work.Many companies conflate high-visibility and high-impact so strongly that they can’t distinguish between preening and impact, which is why it’s not uncommon to see some companies’ senior-most engineers spend the majority of their time doing work of dubious value but that is frequently recognized in company meetings.

If you’re taking a short-term look at职业成长, then optimizing for your current organization’s pathologies in evaluating impact is the optimal path: go forth and preen gloriously.However, if you’re thinking about developing yourself to succeed as your当前角色生长在复杂要么 across multiple organizations, then it’s far more important to strike a balance between valued work and self-growth.

This is also an important factor to consider when choosing a company to work at!Dig into what a company values and ensure it aligns with your intended personal growth.If a company’s leadership is entirely folks who focus their energy on performant urgency or acts of fealty, don’t be surprised when your success in the company depends on those activities.

Worse, to be a successful preener requires a near invulnerability to criticism of your actual impact, and your true worksuffer if your energy is diverted to preening.Typically this means you need to be a vanity hire of a senior leader or to present yourself in the way a company believes leaders look and act.If that isn’t you, then your attempt to exchange your good judgement for company success will end up failing anyway: you’ll get held accountability for the lack of true impact where others who match the company’s expectation of how a leader appears will somehow slip upward.

Stop chasing ghosts

Many folks would assume that companies, rational optimizers that they are, avoid spending much time on low-impact high-effort projects.Unfortunately that isn’t consistently the case.It’s surprisingly common for a new senior leader to join a company and immediately drive一个战略转变,从根本上误解了挑战在眼前。The ghosts of their previous situation hold such a firm grasp on their understanding of the new company that they misjudge the familiar as the essential.

As a senior leader, you have to maintain a hold on your ego to avoid investing into meaningless work at a grand scale.This can be surprisingly challenging when during your hiring process you’ve been repeatedly told that you’ve been hired to fix something deeply broken – you’re the newly-hired savior, of course your instincts are right!Taking the time to understand the status quo before shifting it will always repay diligence with results.

I had a recent discussion with someone who argued that new senior leaders故意push for major changes even though they suspect the efforts will fail.Such changes make the organization increasingly dependent on the new leader, and also ensures anything thatgo well gets attributed to the new leader directly rather than their team.If this is your approach to leadership, please know that you’re awful and take the time to work on yourself until the well-being and success of an entire company matters to you more than being perceived as essential.

存在的问题

现在你完成吃零食, preening and chasing ghosts, the first place to look for work that matters is exploring whether your company is experiencing an existential risk.Companies operate in an eternal迭代淘汰赛, balancing future success against surviving until that future becomes the present.If you’re about to lose one of those rounds, then always focus there.

Running out of money,就像我在Digg的经验, can be the most obvious issue, but not every existential issue is financial, likeTwitter的失败鲸稳定性的挑战要么 adapting to the shifts caused by the Covid-19 pandemic.

If something dire is happening at your company, then that’s the place to be engaged.Nothing else will matter if it doesn’t get addressed.

Work where there’s roomattention

存在的问题 are usuallythe most efficient place to add your efforts, but efficiency isn’t a priority when the walls are crashing down around you.You应该swarm to existential problems, but if a problem isn’t existential then you should be skeptical of adding your efforts where everyone’s already focused.Folks often chase leadership’s top priority, but with so many folks looking to make their impact there, it’s often challenging to have a meaningful impact.

Instead, the most effective places to work are those that matter to your company but still have enough room to actually do work.What are priorities that will become critical in the future, where you can do great work ahead of time?Where are areas that are doingbut could be doingwith your support?

Sometimes you’ll find work that’s值得of attention, but which an organization is incapable of paying attention to, usually because its leadership doesn’t value that work.In some companies this is developer tooling work, in others it’s inclusion work, and in most companies it’s胶工作

There is almost always a great deal of room to do this sort of work that no one is paying attention to, so you’ll be able to make rapid initial progress on it, which感觉like a good opportunity to invest.At some point, though, you’ll find that the work needs support, and it’s quite challenging to get support for work that a company is built to ignore or devalue.Your early wins will slowly get eroded by indifference and misalignment, and your initial impact will be reclaimed by the sands of time.

Does this mean you shouldn’t do inclusion work?No, that’s not the conclusion I want you to take away from this.Sometimes an area that an organization doesn’t pay attention to is so important that you’re going to want to advocate for it to start paying attention.Teaching a company to value something it doesn’t care about is considerably the hardest sort of work you can do, and it often fails, so you should do as little of it as you can, but no less.As a senior leader, you have an ethical obligation that goes beyond maximizing your company-perceived impact, but it’s important to recognize what you’re up against and time our efforts accordingly.

Foster growth

One area that’s often underinvested in (e.g.lots of room to work in) while also being highly leveraged is growing the team around you.招聘has a lot of folks involved in it, usually in terms of optimizing the招聘渠道, but onboarding, mentoring and coaching are wholly neglected at many companies despite being至少作为有影响力的雇用你的公司的工程速度

If you start dedicating even a couple hours a week to developing the team around you, it’s quite likely that will become your legacy long after your tech specs and pull requests are forgotten.

Edit

A surprising number of projects are one small change away from succeeding, one quick modification that unlocks a new opportunity, or one conversation away from consensus.I think of making those small changes, quick modifications and short conversations as编辑your team’s approach.

With your organizational privilege, relationships you’ve built across the company, and ability to see around corners derived from your experience, you can often shift a project outcomes by investing the smallest ounce of effort, and this is some of the most valuable work you can do.

It’s particularly valuable because it’s quick, it’s easy, it’s highly motivating for both you and the person you help, and it’s hugely impactful when done well.(Also, it’s highly demotivating when done poorly, so your approach matters!)

Finish things

One special sort of editing is helping finish a project that just can’t quite close itself out.Often you’ll have a talented engineer earlier in their career who is already doing the work but can’t quite create buy-in or figure out how to rescope their project into finishable work.It’s surprisingly common that coaching a teammate on how to tweak a project into something finishable, and then lending them your privilege to budge the right friction points will transform a six month slog into a two week sprint with almost an identical impact.

We只能从整理项目价值, and getting a project over the finish line is the magical moment it goes from risk to leverage.时间总有时间我们完成工作ll spent.

What only you can

The final category of work that matters is the sort that you’re uniquely capable of accomplishing.Sure there’s work that you’re faster at or better at than some other folks, but much more important is the sort of work that simply won’t happen if you don’t do it.

This work is an intersection of what you’re exceptionally good at and what you genuinely care about.It might be写你的公司的技术战略that folks实际上将跟随, it might be convincing a great candidate to join, it might be changing your CEO’s mind on how you pay down tech debt, it might要制作一个挑剔的API

Whatever it is, things that simply won’t happen if you don’t do them are your biggest opportunity to work on something that matters, and it’s a category that will get both narrower and deeper the further you get into your career.

Why it matters

If you’re interviewing for a new role twenty years into your career, the folks interviewing you won’t know what your real impact was on any given project you worked on, nor will they know your true contribution to any of the companies you worked at.Instead you’ll find yourself judged by a series of surprisingly subjective measures: your prestige, the prestige of the titles you’ve had and companies you’ve worked at, your backchannel reputation, and how you present in your interview process.

If you spend your career snacking, preening or chasing ghosts, it’s possible but relatively unlikely that what you’ve done before will be valued at companies you interview with.Instead, the only viable long-term bet on your career is to do work that matters, work that develops your and to steer towards companies that value genuine expertise.

金沙手机网 lethain@gmail.com