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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

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.
- mseebach 9y ago
  The point is that it's on you to articulate the value of what you're doing. Some activities are "batteries included" when it comes to metrics, but a great many aren't. If fixing bugs in the data pipeline is indeed valuable to the company, you can explain to the promotion panel how (after all, you convinced yourself).
- dilyevsky 9y ago
  Because google has a "technical ladder" document which mentions words "complexity" and "impact" like a dozen times and the word "quality" like once or twice ;-) That document is supposed to be used by promo committees to eval if you are "ready".

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.
mseebach 9y ago
The point is that it's on you to articulate the value of what you're doing. Some activities are "batteries included" when it comes to metrics, but a great many aren't. If fixing bugs in the data pipeline is indeed valuable to the company, you can explain to the promotion panel how (after all, you convinced yourself).
dilyevsky 9y ago
Because google has a "technical ladder" document which mentions words "complexity" and "impact" like a dozen times and the word "quality" like once or twice ;-) That document is supposed to be used by promo committees to eval if you are "ready".