4 ms·
I suggested to my engineering director that we pivot our dev effort to avoid what I thought was a pending disaster. He responded that as long as he was director
by swframe2 8y ago
I suggested to my engineering director that we pivot our dev effort to avoid what I thought was a pending disaster. He responded that as long as he was director he would never make the change I suggested.
Six month later the CEO replaced him and the new director announced he was going to make the pivot I had suggested. The old director resigned but advised the new director that it was not worth keeping me in the org because I was a trouble maker.
Since helping people in a position of power over you is often perceived as threatening, just let them fail and focus on moving up in a org outside their reach. I would suggest moving to the competition and working to crush your old group.
- sonnyblarney 8y agoLet's also consider that the worker is not always correct, and that managers might face such advice all day long from various sources, often by highly passionate devs who also assume they are right. In this case, it seemed that the director was 'wrong' but I don't think that there should be any inherent assumptions that an arbitrary engineers advice on pivoting is somehow the 'better' path. Also, there's a huge difference between being 'wrong' on a technical opportunity, and 'negligence' (i.e. not doing research, observing facts) or 'malfeasance' (i.e. willingly doing the wrong thing for the advancement of self etc.)
- swframe2 8y agoMy advice applies to the worker who has done enough research to feel confident that they've found a vastly better way that is likely to meet with resistance.