Beware of places that love to "measure" -- particularly measure "competencies". Because, one of the hardest things to "measure" can be general competence. If

Beware of places that love to "measure" -- particularly measure "competencies". Because, one of the hardest things to "measure" can be general competence. If you can directly tie results to your performance, e.g. contribution to the bottom line, you're fine. If not... you're at the mercy of a perhaps uninformed (or, with the next changes, soon to be uninformed) management. Good generalists get shit done. They don't always get credit for this. Make sure, if you're in such a role, it's in a position where you get credit -- and compensation. If either starts to suffer, it's time to make a change. P.S. My final point may seem obvious. But... it is an all too common trap of the generalist, or "jack of all trades". Hmm... as one example of this. The fellow who ends up with all the maintenance and troubleshooting, because s/he can understand and fix "anything". Who gets increasingly disrespected, because they are not "on the front line" working with the latest "cool/in/'it' shit". Who is the first terminated, because we need some more room in the budget but can't afford to lay off those who are working on the "next project" on which we've "bet the future". Make sure you are respected, and compensated. And all the vocal support means shit, if the latter isn't happening.