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Ask HN: What has your work taught you that other people don't realize?

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Re: Ask HN: What has your work taught you that other people don't realize?

#21

Post by tehwalrus »

goatinaboat wrote: post #16
senectus1 wrote: post #10

Everyone lies, all the time. even when they think they're not lying they often are.

I don’t count it as lying unless there is intent behind it. But it is certainly true that many people’s deeply held beliefs are not as true as they think they are, myself included obviously. The more experienced you get, the fewer absolute truths there are.

I think I agree more with the parent than with you, particularly in engineering.

Lying in engineering means saying anything that's not true with any certainty. I wouldn't hold it against someone, but I would ask them to think carefully before speaking, to make sure what they said is true, as it can lead meetings to decide the wrong actions if nobody present happens to be able to contradict it.

Outside of engineering, all the same outcomes can occur, but proving the truth is much more difficult. And thus, while it may still technically be lying, it is impossible to tell and unfair to call someone on it.

Re: Ask HN: What has your work taught you that other people don't realize?

#23

Post by jmpman »

You can burn a bridge with no repercussions. It’s a small industry, but burn that mo-fo down if it’s required to maintain your self esteem. Makes for a good drinking story afterwards, and really, that’s what you want at the end of your career.

Re: Ask HN: What has your work taught you that other people don't realize?

#24

Post by guytv »

twblalock wrote: post #9

The people who get the most done are not the smartest, or the most skilled, but the ones who are most familiar with the organization they work in. To outsiders it looks like they end up with compromised solutions, but to insiders it looks like they achieved the impossible.

I would change "familiar with the organization" with "good with people". It's all about getting others to help you reach your goals.

Re: Ask HN: What has your work taught you that other people don't realize?

#25

Post by KozmoNau7 »

andykx wrote: post #14
seanhunter wrote: post #8

Earlier quoted context omitted.

I took it to mean that smart people sometimes have low-status jobs, and conversely people in high-status jobs are not always smart. That's definitely something I have personally experienced given my career has taken me from working as a building labourer and factory worker through to being a C-suite exec, with stops through the trading side of investment banking and Silicon Valley on the way. It's a huge mistake to l…

As the years go by, I find myself craving a job with a physical labor component to it. A friend of mine studied enology (wine making) at Cornell and his job is about 50% business management and 50% wine making. Some days he has to wear a suit to work, other days he comes home in a wine stained smock. It seems like a good balance.

Some here. 12 years in IT, and I dream of a job where I get to be outside in nature, perhaps forestry.

I have friends who work in various construction fields, so I know it can be miserable and cold and dirty and hard on your body, and that people tend to romanticize outdoor jobs. Still, I've never been one to be bothered by cold or reasonable amounts of rain, as long as the appropriate clothing is available.

Re: Ask HN: What has your work taught you that other people don't realize?

#27

Post by jfim »

makach wrote: post #19

You can always be replaced.

I'd both agree and disagree with that statement.

There are people who simply cannot be effectively replaced. That does not mean that the powers that be will not replace them. For example, a startup might have a critical engineer who happens to know how everything works or holds everything together. They can be replaced, although this may have a severe impact on the startup, including the failure of the startup.

To your point, even if someone is critical to the success of an organization does not mean that they won't ever be replaced by poor management.

Re: Ask HN: What has your work taught you that other people don't realize?

#28

Post by mytailorisrich »

makach wrote: post #17
twblalock wrote: post #9

The people who get the most done are not the smartest, or the most skilled, but the ones who are most familiar with the organization they work in. To outsiders it looks like they end up with compromised solutions, but to insiders it looks like they achieved the impossible.

To me this has always been a management issue. Usually the business willingly allows for this to happen. Consequence is that you build an extreme dependency on this person. Knowledge needs to be built into the organisation through hard work, like documentation, processes and collaboration.

Yes the business allows this to happen because it is obviously in the self-interests in the existing employees: everyone tries to build their own little empires and to keep 'invaders' at bay.

In some companies, often when there is no growth, that leads to very claustrophobic atmospheres with a core group that has been there for 10+ years and gatekeeps everyone else.

Re: Ask HN: What has your work taught you that other people don't realize?

#29

Post by KozmoNau7 »

You can get burned out in any kind no matter how great it seemed when you started. People grow and their priorities change. There isn't necessarily anything wrong with the job or your boss or your colleagues or with you.

Sometimes you just need a change of scenery and a breath of fresh air, sometimes literally.

Re: Ask HN: What has your work taught you that other people don't realize?

#30

Post by DarkWiiPlayer »

makach wrote: post #12

Work never ends. No matter how much you get done there will always be more. I see a lot of colleagues burn out because they think their extra effort will be noticed. Most managers appriciate it but do not promote their employees.

This can be taken further: There will always be exactly as much work as you can get done.

Work isn't about getting things done, but maintaining a consistent throughput.

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