51–60 of 114 posts
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EOS = Entrepreneurial Operating System https://www.eosworldwide.com/what-is-eos L10 = Level 10 Meeting https://www.eosworldwide.com/blog/what-the-heck-is-a-level-1...
Unless I'm missing something, the "WHAT THE HECK IS A LEVEL 10 MEETING?" post doesn't actually answer "what the heck is a level 10 meeting?".
Earlier quoted context omitted.
I'll tell you what amazes me: If you look at any reasonably large engineering organisation they will likely have guidance published from HR stating what the criteria are for different job roles, and they'll actually be pretty similar across different organisations. You might be a Senior Software Engineer at one place but called a Staff engineer at another place, but they're broadly comparable, and the seniority crite…
I've worked at those kinds of organizations, read the documents, put in the work, and got promoted...by switching companies :). In my experience, the companies that do have those documents (and not all do) don't actually really use them or make much reference to them in 1-on-1's or reviews. That's because management's perspective is that they are interested in how well you are doing at the job they hired you for, not…
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What is more amazing is their managers who have figured out how to work the system are not telling people that. Your job should be helping your people get where they want to go so if they can't get there tell them why. I've wasted years working hard and trying to gain influence only to realize that the areas I was getting influence in didn't matter to anyone so I was condemned to get good jobs but no promotion. It ha…
I spent many years deciding promotions at a big tech company, including for Sr managers. One thing we always looked into was were they growing the talent on their teams, mentoring, growing skills, and getting people promoted. People understood this was one of the criteria for manager promotions, so they spent time on it (and documented it). Like any other job, people tend to respond to what they are told will be the…
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I tell my developers this repeatedly, in the form of "making yourself 10% better is not as good as making everyone you work with 1% better". A few get it and shift towards a "rising tide floats all boats" mentality, the rest do nothing and are perfectly adequate, or agree with me then turn back to solely focusing on self-improvement. The kicker? That 1% universal imporvement is soooo much easier than 10% or even 5% p…
The 1% contribution to others is good for the manager, because he gets to take credit for the entire team. The 10% self improvement is good for that individual, because he can leverage that into a better paying role.
At some point in your career, your influence by your own two hands reaches a plateau. You are a senior engineer. How are they choosing the tech lead?
I can speak by experience that the tech lead is often not the most technically proficient on the team. They are the one who helps others the most. They are the one who talks with the most people beyond their team. If I am looking for a lead, I am looking for the person who people look to for help.
The answer varies wildly based on the size of the company. At smaller companies, they tend to oversee hiring, technical work, and act as managers, but don't necessarily have budgetary authority. At larger companies, they tend to have more authority and involvement in larger strategic efforts; they tend to be "managers of managers."
The real way to determine your role and authority is measuring from top down. How many steps are you away from the CEO. Titles don’t mean much.
> I used to think hard work leads to promotion. This is because I didn't understand why different positions exist outside of a title change. Now I see things a bit differently. If an individual on my team is working hard, I'm going to keep them where they are because they're getting the job done. Rather, I'm looking to elevate my 10x engineer - not the one that's the doing their job well but the one thats mentoring t…
I'll tell you what amazes me: If you look at any reasonably large engineering organisation they will likely have guidance published from HR stating what the criteria are for different job roles, and they'll actually be pretty similar across different organisations. You might be a Senior Software Engineer at one place but called a Staff engineer at another place, but they're broadly comparable, and the seniority crite…
Personally I would rather most to be the former. Doers are important (probably the most important) and should be rewarded, IMO. Hard work and no promotion leads to quitting.
Getting promoted to Staff etc is more about being put on important projects, building relationships with managers from other teams (i.e. reminding them you exist come Promo committee), and tooting your own horn a lot. IMO, this is not necessarily related to how good you are and perhaps not as valuable to the organization as much as we think.
Personally, I've gotten promoted (or recently, not laid off) basically because my team was selected to work on the fancy new project. Probably some other guy in a different team didn't get a promotion because he was just on the wrong project.
> I used to think hard work leads to promotion. This is because I didn't understand why different positions exist outside of a title change. Now I see things a bit differently. If an individual on my team is working hard, I'm going to keep them where they are because they're getting the job done. Rather, I'm looking to elevate my 10x engineer - not the one that's the doing their job well but the one thats mentoring t…
I'll tell you what amazes me: If you look at any reasonably large engineering organisation they will likely have guidance published from HR stating what the criteria are for different job roles, and they'll actually be pretty similar across different organisations. You might be a Senior Software Engineer at one place but called a Staff engineer at another place, but they're broadly comparable, and the seniority crite…
I have found in my career that most engineers don't read anything. Emails, HR docs, AC, nothin. The first to get mad and the last to think that they could adjust their behavior.
(I am an engineer).
> I used to think hard work leads to promotion. This is because I didn't understand why different positions exist outside of a title change. Now I see things a bit differently. If an individual on my team is working hard, I'm going to keep them where they are because they're getting the job done. Rather, I'm looking to elevate my 10x engineer - not the one that's the doing their job well but the one thats mentoring t…
> Owneship Director of Engineering does not use spell check
Why the snark?