3 ms·
It's hard to be critical of the content — if you take it from the perspective of a mid-senior developer within a non-Big Tech role who is starting to see into t
by nness 3y ago
It's hard to be critical of the content — if you take it from the perspective of a mid-senior developer within a non-Big Tech role who is starting to see into the leadership decisions being made or pathways available to them, it's probably true to their experience.
But I would caveat that the "hell is other people" and "learn to not-obey" section are recommending behaviours that at best the organisation's people managers, and at worst leadership, would recognise as "career limiting" — and would end that person being stuck in place or on a performance plan. The stance is confrontational and not collaborative — somewhat myopic.
"Business has a short memory. take advantage of it." — Very true, but only when it is adventitious to do so.
- flavorjones 3y agoI can see how the slides might come across as confrontational or not-collaborative; but when I gave the talk in person I think the message was much more positive. One of the core ideas is to identify -- and even search out! -- people who you can collaborate with. For the people who will put obstacles in your way, either find a way to work around them, or find a way to align them to your team's goals. Avoiding open conflict is a big part of the message, and I'm sorry it didn't come through in the slides. On the topic of "career-limiting" moves, that might be true, but I think there's some nuance. If you know what is the right thing to do for your employer, and you're afraid to do it because you might get fired, you're gonna have a bad time. My advice is to get past your fears and do the right thing and take some risks, or else buckle up for a career of quiet desperation that is likely limited by your avoidance of responsibility and the absence of meaningful successes.