Donât be a short-order cook
Â Simply being an implementer isnât good enough â you need to be involved in the process that leads up to implementation.
Good engineers donât just follow orders, they give feedback to and work with product owners to make the product better.
In order for you to get credit for the work youâre doing, you have to let people know. You need to do a bit of self-promotion to get noticed.
If you do good work, but no one knows that you did good work, then it doesnât really help you.
Self-promoting doesnât mean, âlook at me, Iâm awesome.â It means letting people know when youâve hit major milestones, or when youâve learned something new.Â It means â¦ when youâve got things done!
Itâs about people
At a certain point, you stop being judged on your technical knowledge and start being judged on the way you interact with people.
Iâve seen countless engineers get stuck at one level in their career. Smart people, good code, but the inability to work effectively with others keeps them where they are. Anytime someone feels stuck in their software engineering career, I recount this advice and it has always been right
None of this matters
Things are going wrong and you donât like that. You are frustrated and angryÂ .
Itâs easy. You see, none of this matters. So some crappy code got checked in, so the site went down. So what? Work canât be your whole life. These arenât real problems, theyâre work problems. What really matters is what happens outside of work. I go home and my wife is waiting for me. Thatâs pretty nice.
Once you shift your mindset and recategorized the annoying things at work as âwork things,â You are able to think more clearly. You are able to calm down at work and have much more pleasant interactions with people.
Authority, your way
You know you had to be more of a leader, but you are having trouble being authoritative.
I canât tell you how to be authoritative, thatâs something you need to figure out on your own. Different people have different styles. What you need to do is find a style that you can live with, that makes you comfortable. I canât tell you what that is, but you do need to find it for this position.
Understanding how you provide value
Be yourself, the way I provide value in a relationship is by using what Iâm good at.
My value in relationships is that I am trustworthy, Iâm stable, Iâm safe. I call when I say I will and show up when you need me. I remember birthdays and anniversaries, and Iâll take care of you when youâre sick. I listen, I understand, I help. I donât run and hide when things go sideways. All of these things that I perceived as weaknesses when I was young turned out to be invaluable assets. This is how I provide value in relationships. Itâs not the value everyone seeks, but itâs the value Iâm best equipped to provide. And thatâs what matters.
To be the multiplier in a team
There was so much work to do and I felt like I had to do it all. I was coding so much, and people were coming to me so frequently, that I was severely stressed. There was just too much going on, too much code to write, too many peopleâs questions to answer, just too much.
I could no longer be the go-to guy for any important piece of code to be written, I had to learn to trust others to do that work. My role, he went on, was to be a âmultiplierâ, acting as a multiplier that enabled everyone else to be more effectively at their job.Â
Moving from âhow?â to âwhat?â
To this point in your career, youâve answered the question, âhow?â As in, we tell you what needs to be done and you figure out how to do it. At this point, though, you need to answer the question, âwhat?â
Â Switching from âhow?â to âwhat?â is very hard and takes time to develop. This is the part where I see a lot of engineers get tripped up.
We call this ârunning open loop,â meaning that you do your job with minimal oversight and yet still are making a significant positive impact on the engineering organization and the company as a whole. This is the step where many engineers fail to make the leap.
Act like youâre in charge
If youâre in a meeting, itâs because you are there to participate. If youâre not sure why youâre there, stop and ask. If youâre not needed, leave. Donât go quietly into a room. Just act like youâre in charge and people will believe it.
No one knows when youâre acting. If youâre nervous but act like youâre not, then people wonât know that youâre nervous.Â
Let them win
There are a lot of arguing going on, and you pushing through to win a lot. I know that most of the time you are right, but every once in a while let them win. Pick the things that really matter to you and push for those but let the other things go. Thereâs no need to win every argument.
The result: there were less arguments. People didnât feel like they had to get one over on me, and in turn, I became better at identifying things I really didnât care that much about. I stuck to my guns on important issues and let the others ones get resolved by the other party. The intensity of all conversations dropped considerably.
Learn from smarter
Â Identify someone at your work that is smarter than you in some way (technically, organizationally, etc.) and attach yourself to them. See if you can regularly have lunch or coffee and pick their brain for the vast amount of knowledge it has. Your career, and maybe even your life, could end up drastically better by doing so.