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> it’s up to the juniors to put in the effort Take the most motivated, extroverted, confident junior you know. Even this junior doesn’t know what they don’t kn

> it’s up to the juniors to put in the effort Take the most motivated, extroverted, confident junior you know. Even this junior doesn’t know what they don’t know; what to ask about; what’s worth asking about. I think seasoned professionals severely underestimate how foundational the first couple years of the workforce are. How much they themselves were able to absorb just being colocated with senior people. I’m not even talking about technical or domain or company knowledge but basic workplace professionals, social skills, etc. But of course you cannot simply assume that this wonder-kind junior is every single junior in the first place. More importantly maybe, you cannot assume seniors will all have the motivation to mentor an avatar on their screen.

John23832 3y ago
> Take the most motivated, extroverted, confident junior you know. Even this junior doesn’t know what they don’t know; what to ask about; what’s worth asking about. I don't think you finished or understood what I wrote. Juniors knowing what to do, what to ask about, what is worth asking about, comes from interactions with management and senior engineers. That should be happening regardless of remote or not. If management and senior engineers aren't cultivating juniors remotely, they won't do it in person either. Remote management doesn't abscond them of that responsibility.
- JambalayaJim 3y ago
  Interactions with management and senior engineers are 1000% more frequent in person. Both because passive interactions are more common, and because people in person simply take more of an interest. > Remote management doesn't abscond them of that responsibility. No, of course not. But it does (1) make them care less about it, (2) let them get away with doing much less of it, and (3) make it much harder for them to do.

John23832 3y ago

> Take the most motivated, extroverted, confident junior you know. Even this junior doesn’t know what they don’t know; what to ask about; what’s worth asking about. I don't think you finished or understood what I wrote. Juniors knowing what to do, what to ask about, what is worth asking about, comes from interactions with management and senior engineers. That should be happening regardless of remote or not. If management and senior engineers aren't cultivating juniors remotely, they won't do it in person either. Remote management doesn't abscond them of that responsibility.

JambalayaJim 3y ago
Interactions with management and senior engineers are 1000% more frequent in person. Both because passive interactions are more common, and because people in person simply take more of an interest. > Remote management doesn't abscond them of that responsibility. No, of course not. But it does (1) make them care less about it, (2) let them get away with doing much less of it, and (3) make it much harder for them to do.