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Thanks! One thing I've noticed is that many of the most successful people are multi-specialists, i.e., they have two (or more) "specialties" that combine in a
by SatvikBeri 14y ago
Thanks!
One thing I've noticed is that many of the most successful people are multi-specialists, i.e., they have two (or more) "specialties" that combine in a rare and valuable way. Examples include the rise of the "growth hacker" or "data scientist", who are typically programmers applying their craft towards marketing or statistics respectively.
There's both a perception component and a real value component. If you're the best Marketer, other Marketers will frequently deny it, get jealous, or sabotage you. But if you're "the Marketer who also writes code", nobody feels threatened. You're competing in a different area, so people can support you and ask you for favors when they need help.
In terms of real value, a junior programmer with strong business skills in a company with no other programmers can contribute millions of dollars of value through basic automation-I've actually done this. The same programmer will have a much lower dollar value when surrounded by better programmers, at least initially, because all the low-hanging fruit has been taken.
- michaelochurch 14y agoExcellent observation. This relates to my observation that it's better to be an "X Who Programs" than a "J.A.P." (Just A Programmer) in most cases. Unfortunately, corporate HR systems are built on the idea that people need to be reduced to a single, specific role. Dimensionality is the rule, here. We suffer from it in hiring, where it's literally impossible to meet perfectly the requirement lists many companies put out (demanding 5 years of experience in a 3-year-old NoSQL database). This seems to be a part of why hiring is so hard on both sides. Yet, once people are working together, if people aren't careful, they forget dimensionality altogether and attempt to form a total order, and it's this process that leads to the insecurity and sabotage.