Calling this "manager speak" feels a bit annoying to me as a (sometimes) manager, I for one, generally would like people to be happy and work on things they like. And I hope people indicate it if they aren't. Everybody goes through waves of increased and decreased motivation, as long as you are aware of it and try to learn from it, it's fine by me.
Ask HN: What should I say to my manager when my performance starts suffering?
81–90 of 165 posts
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#82> I always lose my job or quit. See a psychologist and/or psychiatrist. This is something you can work through. Whatever issue you’re dealing with, there’s people who are very experienced in helping you figure out what it is and how to start dealing with it. For what it’s worth, you might have ADHD if you’re always quitting or being fired because of an inability to perform to your own abilities. Or you might have som…
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#83Earlier quoted context omitted.
You have to be extremely senior these days to be in a position where they actually let you solve problems of any kind. (The paradox is: At that level of seniority, you are no longer capable of actually seeing the problems). I'm a software engineer with a Ph.D. from an elite university and 10 years experience. For me it has consistently gone like this for the past 10 years, and that was in a huge variety of different…
If you want creative problem solving: Go to a small company (not necessary a startup), there you will get tons of this... but sadly at a much lower paying job. I am oficially the "Head of IT" for a small industrial company, but in reality i plan networks, program my own tools or whole systems for the company... or simple hire someone who i need. Its really nice, though not really good paid.
That project was very short-lived. Since my consulting rate was 2X what they pay an employee, I couldn't convince them to carry the consulting engagement for long. They would have gladly hired me fulltime but were unwilling to pay more than X. But I knew that, working for a tech company, I could easily make 2X as a long-term fulltime salary, so I was already taking a financial hit by doing the consulting for as little as 2X.
The irony is: They ended up covering my function by buying an out-of-the-box actuarial model and services from their reinsurance provider costing them something like 10X in licensing fees. But they don't seem to care. The piece they care about is keeping the peace within the workforce and ensuring that nobody ever has a reason to be jealous of anybody else's salary and by being a one-man-consulting-show I looked to the workforce too much like I was just one of them and shouldn't get paid more. -- This is where the cycle completes itself. The insurance company's willingness to pay 10X for licensing something that the labour market can create for a price of 2X is the reason why this 10X licensing company can easily afford to pay its employees 2X in salaries. Wasting money like that is probably also a big part of the reason why the insurance company itself can't afford to pay anyone who works there more than X.
According to neoclassical economic theory such at thing shouldn't be able to exist. But neoclassical economics assumes rationality on the part of decision makers where it should be assuming petty jealousy.
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#84Re: Ask HN: What should I say to my manager when my performance starts suffering?
#85Well, it's better than the talk my manager gave me, "Looks like you're not as productive lately? What's going on? This place (bay area) is small, everyone knows everyone. Your reputation will follow you."
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#86I'm really glad to see this discussion on Hacker News. I'd like to point out that this is a two sided coin. I manage people and I am having a hard time with one direct report whose performance is not up to the mark. I've raised the problems gently but seems like the message isn't getting across. If anyone has any book suggestions on how to have some of these conversations and improve performance, I'd really appreciat…
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#87Earlier quoted context omitted.
This is not true at all. Software engineering is about solving problems. Are you not solving problems with existing libraries?
You have to be extremely senior these days to be in a position where they actually let you solve problems of any kind. (The paradox is: At that level of seniority, you are no longer capable of actually seeing the problems). I'm a software engineer with a Ph.D. from an elite university and 10 years experience. For me it has consistently gone like this for the past 10 years, and that was in a huge variety of different…
What compels you to keep on talking after this point? Take your 93 days and do the refactor that you wanted to do.
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#88Well, it's better than the talk my manager gave me, "Looks like you're not as productive lately? What's going on? This place (bay area) is small, everyone knows everyone. Your reputation will follow you."
That right there is your manager projecting their fear onto you.
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#89> I always lose my job or quit. See a psychologist and/or psychiatrist. This is something you can work through. Whatever issue you’re dealing with, there’s people who are very experienced in helping you figure out what it is and how to start dealing with it. For what it’s worth, you might have ADHD if you’re always quitting or being fired because of an inability to perform to your own abilities. Or you might have som…
Re: Ask HN: What should I say to my manager when my performance starts suffering?
#90I'm really glad to see this discussion on Hacker News. I'd like to point out that this is a two sided coin. I manage people and I am having a hard time with one direct report whose performance is not up to the mark. I've raised the problems gently but seems like the message isn't getting across. If anyone has any book suggestions on how to have some of these conversations and improve performance, I'd really appreciat…
It's a tough gig. Plan some kind of approach and run it by a friend or partner to see how it might come across from the outside.