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This covers a lot of the same ground as Brendan Reid's "Stealing the Corner Office"[1], which gives a playbook for helping stuff like this work in your favour,

This covers a lot of the same ground as Brendan Reid's "Stealing the Corner Office"[1], which gives a playbook for helping stuff like this work in your favour, rather than against you. You fit the profile of what Reid calls the "Smart but Stationary Manager" - a guy who is a lot smarter than a lot of the people who do get promoted, but who doesn't optimize for the right factors. Reid's point is that a lot of these guys get habitually overlooked as they optimize for the success of the company, rather than themselves, and assume they will be evaluated on their work alone. The idea that when you go to work, you are there first and foremost to work on your own career development (rather than the goals of the company) crops up again and again. Even in failing companies, you see people make spectactular career gains. https://www.amazon.co.uk/Stealing-Corner-Office-Strategies-Business/dp/1601633203 https://www.amazon.co.uk/Stealing-Corner-Office-Strategies-B...

ocdtrekkie 9y ago
I guess my question is: Can you get job satisfaction from promotion-focused work? I'm proud of what I've done. When I make someone else's life easier, that makes me feel good/satisfied with my work. I can't fathom satisfaction from impressing a promotion committee and tacking on a bigger title.
- jimmy1 9y ago
  I don't give a shit about titles I just want to be paid appropriate to the value I create, and unfortunately in most companies, the best way to get a big salary bump is to get an upwards title change.
  - rhacker 9y ago
    I remember one company I told them flat out - I'm going remote. Love it or leave it. They let me do it, but told me because - state has a lower salary in general, you may see some kind of 5% pay decrease at some point. A month after I left to become a remote employee by boss called and said my salary raised 20K. No title change, just plain old doing what I wanted to do.
- mseebach 9y ago
  The general idea is that the things that would impress a promotion committee are things that you have done, that are good for the company. That, of course, is not the truth everywhere, but anecdotally it's a lot truer than most people complaining about other people sucking up thinks it is.
  - decwakeboarder 9y ago
    The problem is in measurability of a change. If I improve a developer or analyst workflow that makes 100 people 1% more successful, that's likely both more beneficial and also harder to measure than a change that makes 5 people 10% more successful.
    - mseebach 9y ago
      That's the bit where the GGP's "optimising for the right factors", or something adjacent to it comes in. Many things can't be objectively measured, and upon realising that, many techies give up. But there is subjective truth, which for sure is a lesser truth than the objective sort, but truth none the less. How did you come to believe that you've made 100 people 1% more successful? If you can convince yourself that you've done good, important work, you can probably convince other people too -- but you have to do it, they're not going to convince themselves. Collect the evidence, such as it is, and articulate your case.
  - gordon_freeman 9y ago
    How come fixing bugs to make data pipeline more robust and data more accurate does not fall under "things that are good for the company"?
    - kevan 9y ago
      It might be good for the company. But the point is you need dollars and cents metrics that prove it is, not just righteous feelings that less bugs is better. Engineers at ground level are often well insulated from the actual business impact of the work they do. Because they aren't given any insight into the business side they instead optimize for measurable metrics like bug count and data accuracy.
- kristianc 9y ago
  It's not necessarily a binary choice: you can do the same work, but be more strategic about how you promote it, before, during and after. Before - make sure 3-5 key people know that you're working on something cool and are bought in During - make sure any potential disrupters know about your work and see it as important (also minimizing the chances of someone crushing the project halfway through) After - making a case to your line manager / promotion committee so it gets the rewards it deserved. Otherwise, you've got a strategy for doing work that you personally may find rewarding, but which is unlikely to result in the career gains you want.
  - dilyevsky 9y ago
    Except none of that would matter if some rando on promo committee (at Google) or just your skip-manager elsewhere (that you don't have access to) can't see value for whatever reason. OP doesn't even begin to scratch the surface of all the fuckery that was going on with Google's promo committees which is why they recently moved away from that for <L5 promos.
- deleted 9y ago
  [deleted]
czbond 9y ago
Thank you for posting that - always interested in new approaches. =0
deleted 9y ago
[deleted]
stygiansonic 9y ago
Agreed. In the book, “Secrets to Winning at Office Politics”, this type of person is know as a Martyr: Someone whose actions help the company but hurt or do not help themselves. The important point is that helping the company and being promoted are not necessarily correlated and may in fact be orthogonal.

ocdtrekkie 9y ago

I guess my question is: Can you get job satisfaction from promotion-focused work? I'm proud of what I've done. When I make someone else's life easier, that makes me feel good/satisfied with my work. I can't fathom satisfaction from impressing a promotion committee and tacking on a bigger title.

jimmy1 9y ago
I don't give a shit about titles I just want to be paid appropriate to the value I create, and unfortunately in most companies, the best way to get a big salary bump is to get an upwards title change.
- rhacker 9y ago
  I remember one company I told them flat out - I'm going remote. Love it or leave it. They let me do it, but told me because - state has a lower salary in general, you may see some kind of 5% pay decrease at some point. A month after I left to become a remote employee by boss called and said my salary raised 20K. No title change, just plain old doing what I wanted to do.
mseebach 9y ago
The general idea is that the things that would impress a promotion committee are things that you have done, that are good for the company. That, of course, is not the truth everywhere, but anecdotally it's a lot truer than most people complaining about other people sucking up thinks it is.
- decwakeboarder 9y ago
  The problem is in measurability of a change. If I improve a developer or analyst workflow that makes 100 people 1% more successful, that's likely both more beneficial and also harder to measure than a change that makes 5 people 10% more successful.
  - mseebach 9y ago
    That's the bit where the GGP's "optimising for the right factors", or something adjacent to it comes in. Many things can't be objectively measured, and upon realising that, many techies give up. But there is subjective truth, which for sure is a lesser truth than the objective sort, but truth none the less. How did you come to believe that you've made 100 people 1% more successful? If you can convince yourself that you've done good, important work, you can probably convince other people too -- but you have to do it, they're not going to convince themselves. Collect the evidence, such as it is, and articulate your case.
- gordon_freeman 9y ago
  How come fixing bugs to make data pipeline more robust and data more accurate does not fall under "things that are good for the company"?
  - kevan 9y ago
    It might be good for the company. But the point is you need dollars and cents metrics that prove it is, not just righteous feelings that less bugs is better. Engineers at ground level are often well insulated from the actual business impact of the work they do. Because they aren't given any insight into the business side they instead optimize for measurable metrics like bug count and data accuracy.
kristianc 9y ago
It's not necessarily a binary choice: you can do the same work, but be more strategic about how you promote it, before, during and after. Before - make sure 3-5 key people know that you're working on something cool and are bought in During - make sure any potential disrupters know about your work and see it as important (also minimizing the chances of someone crushing the project halfway through) After - making a case to your line manager / promotion committee so it gets the rewards it deserved. Otherwise, you've got a strategy for doing work that you personally may find rewarding, but which is unlikely to result in the career gains you want.
- dilyevsky 9y ago
  Except none of that would matter if some rando on promo committee (at Google) or just your skip-manager elsewhere (that you don't have access to) can't see value for whatever reason. OP doesn't even begin to scratch the surface of all the fuckery that was going on with Google's promo committees which is why they recently moved away from that for <L5 promos.
deleted 9y ago
[deleted]

czbond 9y ago

Thank you for posting that - always interested in new approaches. =0

deleted 9y ago

[deleted]

stygiansonic 9y ago

Agreed. In the book, “Secrets to Winning at Office Politics”, this type of person is know as a Martyr: Someone whose actions help the company but hurt or do not help themselves. The important point is that helping the company and being promoted are not necessarily correlated and may in fact be orthogonal.