Axiom: Boring work can never compete with Hacker News. Axiom: Hacker News can never compete with interesting work. Theorem: The interestingness of my work is inversely related to my Hacker News participation. Supporting data: Today I'm regression testing. I'll be here all day, folks. Idea: Employers, monitor your logs for Hacker News. Occasional spikes probably indicate boring, but necessary tasks. Chronic use probab…
> Supporting data: Today I'm regression testing. I'll be here all day, folks. There's an interesting gem here. No job is 100% excitement, all the time. More to the point, that kind of a job would burn you out. The key is having a proper ratio.
Bored People Quit
41–50 of 156 posts
Re: Bored People Quit
#42I think another key point is that boredom is inevitable, at least at any company bigger than a startup. Software engineering is about solving problems. You get hired, and solve problems. Time passes and you get better at solving these problems, so they give you harder problems in the same domain space. Eventually you get so good at solving these problems in this domain space that you become The Guy. "Oh you have a qu…
Try introducing your management to the concept of Bus Factors: http://en.wikipedia.org/wiki/Bus_factor Cross training isn't an avoidable expense so much as a cost of doing business. The question isn't will Joe become unavailable to work on FooWidget, the question is merely when . This needs to be thought about more like insurance than pure development, insurance for an event of significant probability. Of course one…
Re: Bored People Quit
#43I definitely got bored. But unlike most of you, I had the choice of being bored. Once I realized this I made every effort I could to work on interesting projects. First, I had to start spending about half of my time researching the industry before I would even know what needed to be done. I was then able to identify what was wrong with our systems here and exactly how to improve them. Given lots of time to play around on projects and little supervision, some people might have wasted their time or just did the bare minimum, but I identified areas that could be greatly improved, then replaced/refactored projects as necessary. I took on new projects to address problems I had wanted to fix for a long time regularly.
Being the only programmer here, I didn't get to all of them (I was not working full time). The website was a mess of outsourced crap and it didn't even use objects - I avoided working on it in favor of other projects as much as possible. Back in 2009 I made a prototype replacement website in my favorite language, earlier this year I started work on two code libraries. I'm currently refactoring the website to use a new code library I created, which is going very smoothly. I also spent countless hours (though I logged everything I did) happily working towards PCI DSS compliance, coming from a background with no security expertise. I came up and completed many more projects like these while I've been here. When I was bored it was because I wasn't working on something interesting.
Those are the days where I can work until close and be completely happy. Well, until someone tells me it's time to leave.
Re: Bored People Quit
#44What about frustrated? Too much process, too many clueless managers, too hard to get work done? Sometimes boredom is a result of giving up the fight.
Re: Bored People Quit
#45Re: Bored People Quit
#46Sounds a bit abrasive to do this: "You ask, “Are you bored?” Even if you don’t have a gut feeling, it’s a good question to randomly ask your team. When I ask, I look you straight in the eyes and if you can’t stare me in the face and answer, I’m going to keep digging until you look me in the eye."
Not at all. In fact you should always wait until eye contact. I can't count the number of times I wish I had stared down a boss to make him/her understand that I was drowning in boredom only instead to give a quick smile and nod while continuing to look at my monitor. It is way to easy to do "manager drive-by" and get absolutely no sense of reality from employees. This is on both sides to get right. The manager waiti…
i've learned that a lot of people see it as important, so i do an exercise when i walk to work, making eye contact with as many people as i can. it's helping but it's still hard for me - i feel like i'm being intrusive and slightly aggressive by making eye contact with someone.
Re: Bored People Quit
#47I think another key point is that boredom is inevitable, at least at any company bigger than a startup. Software engineering is about solving problems. You get hired, and solve problems. Time passes and you get better at solving these problems, so they give you harder problems in the same domain space. Eventually you get so good at solving these problems in this domain space that you become The Guy. "Oh you have a qu…
if you have a job where you have a "lead" or "manager" title but have to ask someone else before making personnel/project decisions, you are not a lead or manager of anything, just a scapegoat.
Re: Bored People Quit
#48Earlier quoted context omitted.
Not at all. In fact you should always wait until eye contact. I can't count the number of times I wish I had stared down a boss to make him/her understand that I was drowning in boredom only instead to give a quick smile and nod while continuing to look at my monitor. It is way to easy to do "manager drive-by" and get absolutely no sense of reality from employees. This is on both sides to get right. The manager waiti…
some people (such as myself) have a really hard time with eye contact. it doesn't mean i'm not earnest in what i'm saying, it just means that eye contact makes me very uncomfortable. i've learned that a lot of people see it as important, so i do an exercise when i walk to work, making eye contact with as many people as i can. it's helping but it's still hard for me - i feel like i'm being intrusive and slightly aggre…
Re: Bored People Quit
#49He was a talented engineer himself and a good friend. We ended up working together again at another company. A few months after he arrived, I had a slump and the cycle repeated itself. This time we had long meetings where he accused me of being cynical and questioned my dedication; I defended it ("I'm here making much less than I was before, aren't I?"), which was exhausting in itself. I thought the problem was all on my side, so I didn't put up much of a fight when he told me I'd be writing integration tests full-time--no more "real" coding--until I proved whatever he thought needed proving. I forced myself to ignore any side projects I had going. He called me in again later to complain that the tests weren't coming along quickly enough and that they "read like sketch comedy routines". (They did, actually. I was bored, and the tests were full of things like, e.g., Eve getting unfriended by Alice but not Bob and, wounded, trying to spy on Alice. It did tehnically test our access controls!)
Because I was convinced it was my problem, I stuck around long enough to get fired this time. I'm lucky enough right now to have very interesting work (at a big company, of all places), but this article has given me an opportunity to reconsider what happened at the old job in a different light.