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Preventing Burnout: A Manager's Toolkit

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Re: Preventing Burnout: A Manager's Toolkit

#161
I've had pretty bad burnout earlier in my career and this is what I am doing now

* Better frameworks. If a framework adds complexity, it needs to enhance the feature set and developer experience by 2x. Otherwise, I just stick with the basics. Example: I was working on a react codebase with insane level of hooks, contexts, 7 layers of abstraction. Solution: Axios/Fetch right next to the form, entire backend functions in the controller: no f's given.

* Business requirements first: I hack off 90% of Agile methodology and just do what makes sense. Which is a balance of acceptance criteria and user stories, or contract driven development to pull the features into production and deliver.

* Thursday and Fridays I don't work, and if it do, it's on something completely new or exciting. Last week I played with DallE as an API. Unfortunately this means less pay.

* In the winter if its sunny out, I leave around 2pm. And come back and work 7pm-10pm.

* One meeting a day, or every other day. And Monday's meeting I come in fresh and excited, cite what I am grateful for, and talk about how incredible everyone's effort is. It can sound cheesey but it works for me.

Last burn out was right before the pandemic. I took a position at a startup that told me they were light on meetings, but I ended up spending all of my time in meetings and getting absolutely nothing done. So I left, and took a big break. I forgot a lot of things but realized what I forgot were skills didn't matter. Attitude matters over skill. I am not interested at all in React 18 and instead focusing on Vanilla JS, HTML5, just regular CSS, and just SQL. Day in day out skills. Stuff that won't change in 10 years. If I forget something like a new feature in React 18, then my mind is telling me it is useless in the long term.

Re: Preventing Burnout: A Manager's Toolkit

#162
post #134

Earlier quoted context omitted.

So you tighten the thumbscrews until people start to crack, and then you give them some bread and circuses

People handle different loads. Some people perform better under stress, others need far more time off and breaks and they'll perform better. As a manager you're a representative of the company, and it's your duty to maximize value for the company. That means approaching each person differently and with respect. Most people say "I want to get promoted" or "I want to be in this position in my career in X years" or "I w…

> Don't really know how you got the "start to crack" out of my previous comment.

"When I see someone start getting stressed to the point it negatively impacts interactions."

Re: Preventing Burnout: A Manager's Toolkit

#163

I suffered from severe burnout around a year ago, and only now am I starting to feel back to normal. Nothing here would have helped me, and it's pretty clear to me why that is the case. (Paraphrased from literature that I read at the time) There's two kinds of burnout. One is caused by overwork, stress, long hours, not enough breaks, no holidays, not enough headcount, and so on. The kind of things this article talks…

I very much agree, it's a big assumption that burnout is only cause by too much work or too much pressure. When that assumption is unchallenged, it can lead to managers dismissing concerns about burnout because their teams are not overworked.

A lack of meaning to the work, or even a lack of work overall, can also cause feelings of burnout. A lack of obvious career progression can cause burnout. Constantly fire fighting can cause burnout.

So if someone says they are burned out, I always ask what is causing it before talking about solutions.

Re: Preventing Burnout: A Manager's Toolkit

#164
post #149

Earlier quoted context omitted.

Scrum never really had OKRs. I noticed OKRs and OKDs and whatever other flavour of it popping up after the big tech rise. Google and others were seeds of this style of delivery management, somehow this was taught in some MBA and when this generation of MBAs started to take reins of other companies it got spread around as gospel. I fucking hate it, it's overloaded with rituals that get repeated every quarter: workshop…

Ah, thanks for the detail regarding the origin of this. For some reason I just assumed it came out of some scrum cult type thing as the rise of that was also for around the time OKR became part of the lexicon. I completely agree. Are we just stuck with this then for the foreseeable future I wonder? It seems to be that there are enough people that share this sentiment that this whole overbearing process ritual has bec…

Well, management types are probably not going to collectively vote against something that could jeopardize their jobs, even if it would be beneficial for the corp. So we're waiting for higher management (C-level) and startups to take the risk and show it can be done differently and more efficiently.

Meanwhile, most developers are not uncomfortable enough they are willing to unionize and stir the pot over this. There's a disturbing lack of empirical evidence over all this, some even pointing towards how destructive these trends are. Yet, if the people themselves are unwilling to combine their collective weight and push back, nothing's going to happen.

I think the best way to put it is "most people don't care or flat-out dislike it, but it is too much effort to push back given the perceived success rate". Some adjacent comments already hint to it: stirring the pot is a great way to get yourself on the no-no list and have to start looking for a new job.

Re: Preventing Burnout: A Manager's Toolkit

#165

It bears repeating, many people who think they have burnout actually have chronic fatigue (CFS/ME) but don’t know it yet. Repeated burnouts may simply be a relapse and recovery cycle. A number of the genetic predispositions to CFS also tends to have behavioral components (anxiety disorders and ADHD) that include a preference for a career in software. Now with Covid many of those who may never have had CFS are finding…

Was going to comment something similar. After 4 years at a job I loved, went through the worst burnout of my life in 2018-2019, roughly the year before the pandemic. Lost the job and about lost my mind when executive dysfunction made it so hard to find work. Spent 2020 doing handyman work and donating plasma to make rent. Turns out that I was sensitive to wheat, milk/unaged cheese and almonds but didn't know it yet.…

https://www.statnews.com/2018/01/23/everlywell-food-sensitiv...

Re: Preventing Burnout: A Manager's Toolkit

#167

I’m going to use this post as an opportunity to tell people about Amazon. The company has some of the most incompetent managers, who under pressure, will throw their own people under the bus. By incompetent, I mean “yes” men who tell 10 different people exactly what they want to hear. These are people doing the bare minimum to keep their own jobs, and when things go off rails, they pass the blame to everyone around t…

I'm convinced this model only really works because of the tech visa program. When you have a huge class of people that don't really have a choice between pushing back and keeping their hopes for a green card, you're going to get an environment where collective bargaining no longer works. I have experienced this at the last 3 places I've worked, all large enterprise software companies. There's no going back unfortunat…

> an environment where collective bargaining no longer works

I'm sure that's not intentional at allllllll

Re: Preventing Burnout: A Manager's Toolkit

#168

I suffered from severe burnout around a year ago, and only now am I starting to feel back to normal. Nothing here would have helped me, and it's pretty clear to me why that is the case. (Paraphrased from literature that I read at the time) There's two kinds of burnout. One is caused by overwork, stress, long hours, not enough breaks, no holidays, not enough headcount, and so on. The kind of things this article talks…

Get out of my head! This resonates with me - this is exactly how I'm currently feeling. Do you have any resources that were particularly insightful to you from your research?

I've always enjoyed reading this article by Angersock. It dives into the causal factors of burnout while acknowledging how personal and diverse it can be: https://web.archive.org/web/20190423185636/https://angersock...

Re: Preventing Burnout: A Manager's Toolkit

#169
post #152

Earlier quoted context omitted.

Quite agree, having had to help ex Amazonians emotionally process their anti empathy training whenever they are hired at companies I’ve worked at. All my friends who’ve stayed at Amazon have gotten cold, distant, and the light behind their eyes is gone. If you see them entering “work mode” you see what is functionally a sociopath - brutal but effective. More have taken long breaks from work to get therapy. Some have…

Amazon is on my blacklist when I evaluate resumes. I would never hire someone who spent more than 1 year at Amazon. I've seen first hand how these people are incapable of empathy, team work or fostering a good environment.

Your cutoff point might be too short. The most empathic manager I ever met came from there, spending 1 year 9 months.

Re: Preventing Burnout: A Manager's Toolkit

#170
post #152

Earlier quoted context omitted.

Quite agree, having had to help ex Amazonians emotionally process their anti empathy training whenever they are hired at companies I’ve worked at. All my friends who’ve stayed at Amazon have gotten cold, distant, and the light behind their eyes is gone. If you see them entering “work mode” you see what is functionally a sociopath - brutal but effective. More have taken long breaks from work to get therapy. Some have…

Amazon is on my blacklist when I evaluate resumes. I would never hire someone who spent more than 1 year at Amazon. I've seen first hand how these people are incapable of empathy, team work or fostering a good environment.

I've heard similar sentiment from other hiring managers.
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