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A belief that as a JavaScript developer competence and a thorough understanding of the standards are a valued commodity. This is absolutely wrong. The name of t

A belief that as a JavaScript developer competence and a thorough understanding of the standards are a valued commodity. This is absolutely wrong. The name of the game is tools. Most people are scared to death of writing applications in JavaScript and absolutely hate the DOM and many other standard APIs, so… tools. If dicking around with tools and frameworks isn’t your thing look for somewhere incredibly niche to park your career. I learned early to not be an architect unless you have the support of company leadership. If you do your job too well you are disruptive, people get sad, and then you are on your way out once the crying gets loud. If you aren’t doing that then you aren’t effective and the position should be eliminated. You can reasonably determine this during job interviews if you ask the right questions in the right ways.

monkeybutton 5y ago
>not be an architect unless you have the support of company leadership Ain't that the truth. Luckily for me I was just a witness to my superior getting rekt for trying to push through their vision without the necessary social capital to do it right. The worst thing is, in that case they weren't wrong, but the lack of buy-in and effort put forth by others doomed the project to failure. That failure was subsequently used as justification for their release. After seeing that happen, I know not to push anything without the explicit support of leadership. Now if someone doesn't like the direction we're going in, well that's their fight with the executives and not my problem.
UltraSuperUser 5y ago
>You can reasonably determine this during job interviews if you ask the right questions in the right ways. Surely then, listing some examples here would be relevant?
- austincheney 5y ago
  Conversation and interviewing are managerial skills best learned through practice. I will say this though, this point of learning has applied equally to my corporate technology career as well as my military management career. Sell your executive a vision of success without any bullshit and deliver what you sell.

monkeybutton 5y ago

>not be an architect unless you have the support of company leadership Ain't that the truth. Luckily for me I was just a witness to my superior getting rekt for trying to push through their vision without the necessary social capital to do it right. The worst thing is, in that case they weren't wrong, but the lack of buy-in and effort put forth by others doomed the project to failure. That failure was subsequently used as justification for their release. After seeing that happen, I know not to push anything without the explicit support of leadership. Now if someone doesn't like the direction we're going in, well that's their fight with the executives and not my problem.

UltraSuperUser 5y ago

>You can reasonably determine this during job interviews if you ask the right questions in the right ways. Surely then, listing some examples here would be relevant?

austincheney 5y ago
Conversation and interviewing are managerial skills best learned through practice. I will say this though, this point of learning has applied equally to my corporate technology career as well as my military management career. Sell your executive a vision of success without any bullshit and deliver what you sell.