4 ms·

I think it’s interesting that the author has the following mindset about non-solo jobs: “You're going to work. The choice has been made. The structure around th

I think it’s interesting that the author has the following mindset about non-solo jobs: “You're going to work. The choice has been made. The structure around that work, and the underlying purpose are set by others and you just need to make it happen”. This is not always the case. For example, I work in a midsized consulting firm at a fairly senior level. While I have a line manager, he’s only there to give me corporate news and policy. He not only doesn’t tell me what to do, he often doesn’t know what I’m doing. What happens is there are a pool of account executives who I have grown to know over the years. We talk regularly, and if there is something I could work on (pre-sales or a project), we talk and figure if I’m a good fit and have bandwidth. Unless I have almost no work I can be choosy about what to work on. Yes, clients and the account guys can mold my deliverables, but I have a lot of sway in that as well. This also lets me figure out my own hours, within constraints if engagements of course. Since I have kids in school, this gives me great flexibility to schedule work around family, instead of vice-versus. So while what the author describes as regular jobs may be common, it is not the only model.

k1ns 3y ago
It may not be your boss/manager setting it, but your work structure is still being dictated by others (e.g. "within constraints if engagements of course"). You can put this to the test by just ceasing all work on your current projects, without telling anyone, and seeing what happens.
- Scubabear68 3y ago
  This is true. But it’s not command and control the way the author indicated, either. And the aspect of choice matters a great deal. The ability to say “no” to an engagement is very empowering.
ttymck 3y ago
This is really enticing. Any chance you've written more about your career path somewhere? Or any other reading you would suggest to get a better sense of the work you do and how to seek it out?
- Scubabear68 3y ago
  No, I haven’t written it down anywhere. Was a developer for many years, but I transitioned to more strategic roles after I took a bit of a personal detour in 2026. I got involved in a major environmental movement and ended up in a grassroots leadership role. That lead me to doing meetings and presentations with a number of local, State and National politicians and their staffs, along with senior folks at certain state agencies, like NJ DEP. That helped me to think more strategically, to be flexible and be able to think on my feet, and how to talk to some very senior people on complex topics. That experience translated into the ability to speak to large crowds on technical matters, to converse candidly with C suite folks (technical and not) about their products, and still be able to chat with front line developers, QA folks, support and the like, and how to craft visuals and presentations to convey complex technology decisions to different kinds of stakeholders. I am a mix of developer, solution architect, Enterprise Architect, product strategist, and marketing/sales rolled into one.
michaelteter 3y ago
Until you reached the level and experience you're at now, your jobs probably were more similar to what TFA describes. All those years leading up to where you are today probably had less freedom. The problem is that many of us didn't have the fortune or wisdom to park in one company long enough to reach that high level. Or we did and got bored, and left for new challenges.

k1ns 3y ago

It may not be your boss/manager setting it, but your work structure is still being dictated by others (e.g. "within constraints if engagements of course"). You can put this to the test by just ceasing all work on your current projects, without telling anyone, and seeing what happens.

Scubabear68 3y ago
This is true. But it’s not command and control the way the author indicated, either. And the aspect of choice matters a great deal. The ability to say “no” to an engagement is very empowering.

ttymck 3y ago

This is really enticing. Any chance you've written more about your career path somewhere? Or any other reading you would suggest to get a better sense of the work you do and how to seek it out?

Scubabear68 3y ago
No, I haven’t written it down anywhere. Was a developer for many years, but I transitioned to more strategic roles after I took a bit of a personal detour in 2026. I got involved in a major environmental movement and ended up in a grassroots leadership role. That lead me to doing meetings and presentations with a number of local, State and National politicians and their staffs, along with senior folks at certain state agencies, like NJ DEP. That helped me to think more strategically, to be flexible and be able to think on my feet, and how to talk to some very senior people on complex topics. That experience translated into the ability to speak to large crowds on technical matters, to converse candidly with C suite folks (technical and not) about their products, and still be able to chat with front line developers, QA folks, support and the like, and how to craft visuals and presentations to convey complex technology decisions to different kinds of stakeholders. I am a mix of developer, solution architect, Enterprise Architect, product strategist, and marketing/sales rolled into one.

michaelteter 3y ago

Until you reached the level and experience you're at now, your jobs probably were more similar to what TFA describes. All those years leading up to where you are today probably had less freedom. The problem is that many of us didn't have the fortune or wisdom to park in one company long enough to reach that high level. Or we did and got bored, and left for new challenges.