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I feel like thinking you have to take measures to prevent future potential betrayals by your colleagues demonstrates a profound LACK of trust in them.

JamesBarney 4y ago
Software projects fail in ways both big and small every day. By being over time or budget, to not accomplishing what it set out to do, to not being able to be sold. When those products/projects inevitably don't deliver on some expectation, someone is going to ask why? It is pretty important when that happens the answer isn't "jamesbarney is an idiot". Here's a subtle betrayal that can happen, it comes raise time, you've been busting your ass on something that is really beneficial for the project but doesn't help any of your KPIs. Is your boss going to go to bat for you pr are they just going to tell you how important your KPIs are and wish you better the luck next year.
- LiquidSky 4y ago
  That sounds more like the need for standard office brown-nosing than building trust with your colleagues. Note here that your boss is not your colleague, no matter what they may encourage you to think.
  - JamesBarney 4y ago
    Your boss is absolutely your colleague. And many times you work more closely with them than the your peers.
    - LiquidSky 4y ago
      No, your boss is your boss. Work closely or not, be friendly or not, you are never on the same level. Forgetting that is what leads to “betrayals”.
- dinkumthinkum 4y ago
  I mean, can’t you make your own case by your own technical excellence and if they don’t like it, you just go somewhere else? Even if that’s not true for you, I think many would prefer that than putting themselves in better positions for who’s-fault-is-it game.
  - JamesBarney 4y ago
    Most companies only care about technical excellence as a means to an end. Given two otherwise identified people they'd love to hire the more technically excellent one. Given two employees they prefer results.

JamesBarney 4y ago

Software projects fail in ways both big and small every day. By being over time or budget, to not accomplishing what it set out to do, to not being able to be sold. When those products/projects inevitably don't deliver on some expectation, someone is going to ask why? It is pretty important when that happens the answer isn't "jamesbarney is an idiot". Here's a subtle betrayal that can happen, it comes raise time, you've been busting your ass on something that is really beneficial for the project but doesn't help any of your KPIs. Is your boss going to go to bat for you pr are they just going to tell you how important your KPIs are and wish you better the luck next year.

LiquidSky 4y ago
That sounds more like the need for standard office brown-nosing than building trust with your colleagues. Note here that your boss is not your colleague, no matter what they may encourage you to think.
- JamesBarney 4y ago
  Your boss is absolutely your colleague. And many times you work more closely with them than the your peers.
  - LiquidSky 4y ago
    No, your boss is your boss. Work closely or not, be friendly or not, you are never on the same level. Forgetting that is what leads to “betrayals”.
dinkumthinkum 4y ago
I mean, can’t you make your own case by your own technical excellence and if they don’t like it, you just go somewhere else? Even if that’s not true for you, I think many would prefer that than putting themselves in better positions for who’s-fault-is-it game.
- JamesBarney 4y ago
  Most companies only care about technical excellence as a means to an end. Given two otherwise identified people they'd love to hire the more technically excellent one. Given two employees they prefer results.