This person is getting a lot of snarky responses, but all of this is relatively true at Amazon also and it was true when I was at Intel 10 years ago. This is how large companies operate once they surpass the innovation phase, so it should be no surprise to anyone that's actually worked in a FAANG and doesn't pound down the kool-aid. Interesting how there's comments on this person being concerned solely with "TC" as i…
How to succeed at Meta
121–130 of 211 posts
Re: How to succeed at Meta
#122This person is getting a lot of snarky responses, but all of this is relatively true at Amazon also and it was true when I was at Intel 10 years ago. This is how large companies operate once they surpass the innovation phase, so it should be no surprise to anyone that's actually worked in a FAANG and doesn't pound down the kool-aid. Interesting how there's comments on this person being concerned solely with "TC" as i…
Yup, this is all big companies. And if the metrics are wrong, that's not your responsibility . The PM's and VP's that come up with them know that metrics are imperfect and have tradeoffs. Let them handle the tradeoffs. If you're impacting the metrics, then you're doing the job assigned to you.
Re: How to succeed at Meta
#123This person is getting a lot of snarky responses, but all of this is relatively true at Amazon also and it was true when I was at Intel 10 years ago. This is how large companies operate once they surpass the innovation phase, so it should be no surprise to anyone that's actually worked in a FAANG and doesn't pound down the kool-aid. Interesting how there's comments on this person being concerned solely with "TC" as i…
> I thought we were past the employer loyalty era and more accepting of the harsh reality that everything is profit-driven these days I think this is my biggest disappointment working for a big tech company. I don't feel I'm "part of the family" at all. Very high turnover, people come and go, some are fired, burn out, or move to another job. I'd love to feel I'm part of something, but it's not the case. Plus most pro…
Re: How to succeed at Meta
#124Earlier quoted context omitted.
> I thought we were past the employer loyalty era and more accepting of the harsh reality that everything is profit-driven these days I think this is my biggest disappointment working for a big tech company. I don't feel I'm "part of the family" at all. Very high turnover, people come and go, some are fired, burn out, or move to another job. I'd love to feel I'm part of something, but it's not the case. Plus most pro…
your work is never your family, the sooner in life you figure that out the better off you will be. No matter what employer you have, they will fire you the first instance it is profitable for them to do so. Its a contract, you can take pride in your work, but at the end of the day its a business deal and its about money.
Re: How to succeed at Meta
#125Earlier quoted context omitted.
This is nihilistic and short sighted way to see the world. Being highly visible inside and outside my company has opened up more opportunity long term in terms of being offered consulting roles and opportunities in early stage startups then being a worker bee at Amazon for 2 years until you burnout. I know many people who have taken that route and it's one of many paths. If you're a good engineer and can sell your wo…
The reality is most of us do not have the skills, talent, drive or whichever other attributes needed to identify the next big thing or meaningfully contribute. > If you're a good engineer and can sell your work, contribute visibly to open source projects in your area of expertise and can present at conferences You are describing the top 1-5% of engineers here. Yes if you are in the top, you can literally do anything…
A while back, I estimated myself around 7-15%, based on an average of "average ___" searches (not remotely rigorous). I was shocked, given that I'm an essentially-average software developer in an essentially-average developer role. I would have been impressed with a "top 30%", given all the talented people in the industry who are paid much more than I. I tried a few more things, and eventually felt pretty confident in a "top 10%", but it still didn't feel right.
To me (and I'm not disagreeing with you here), a "top 1-5%" engineer is one of those mysterious dragons that codes with toggle switches in octal deep inside of a lair of some kind, has invented or described an entire domain of knowledge, language, and/or operating system, etc. - and I certainly don't feel 2-5% away from that, lemme tell ya.
It was kind of like waking up to find out that my name and email address had been entered into an archive of humanity's most important code - all the critical stuff we would need to start over if a meteor struck and brought the dinosaurs back or whatever. It was burned, IIRC, into a golden USB drive, a platinum LaserDisc, and that special paper librarians like, stored forever in a super-sekret vault deep in the Arctic, next to the seeds, I assume.
Certainly, the handful of miscellaneous patches, like un-hard-coding a variable here-and-there, in relatively minor projects, and on features nobody was really using anyway, doesn't make me or my code that important (or even necessary, in most cases). And yet, when the future archeologists knock over a seed pot and discover the Ancient Golden USB Drive of GitHub Commits, I'll be on that list.
I especially like the thought of it being displayed, context-free, in some alien museum, a la Linear B, with a note that says "We have no idea what this means", or maybe "developer complains about security vs. business priorities in comment about encryption". Anyone else get the Arctic Code Vault Contributor badge?
Anyway, as I rationalize it, the Top 20% are the ones already here, doing it, making my Top 7% more in line with my gut feeling of "a little above average sometimes, but by no means exceptional". The 80% are those people merely thinking about learning to code, only considering contributing to open source, abandoning starter kits and tutorials 3/4s of the way through, etc. Maybe they'll join us one day soon.
This also demystifies the dragon: we're making that same error that saw Bernie Sanders' "Top 1% of The 1%" (The 0.01%, or 0.0001) diluted into Bill O'Reilly and Tucker Carlson's "Top 1%" and, eventually, "Top 10%" (a thing I especially resent as a self-described 7%-er).
These errors are so common - hopefully I didn't do it in that parenthetical - that Google's on-site prep material included a handout specifically on this topic.
Google, I said! Have you heard it's 10x harder to get into Google than Harvard? They only accept something like 0.2 (or was it 0.2%?) of candidates.
Harvard! That most selective of institutions, whose discrimination is only surpassed by the most exclusive of exclusive organizations, like Google and Wal-Mart.
Only some exceedingly-small percentage of candidates, with the denominator being every half-assed application of every entirely-unqualified candidate ever submitted, even get invited to an on-site interview. What an exclusive club!
I haven't been admitted to any of them, of course - I blame it on answering the steal-the-pen question wrong on the WalMart kiosk when I was 17 and it ending up on my Permanent Record - but it might also be because I never even applied to Harvard. Carlin was right: it's a big club, and [we] ain't in it.
So, by some metrics, I guess I am in the top 1-5% of developers, but those metrics are sketch.
So, as one of humanity's most important top 1-5% developers, I can say with great authority that, if you're already out here reading this and have typed "git push" at any point in the past week, you're much closer to that "top 1-5%" than you think. You CAN do anything* you want! (Including enjoying your weekends!) The Magic, I'm told, is in the work one has been avoiding.
P.S. If you do it this weekend on just about any open source project, you'll officially, definitionally, be an open source contributor! (And I promise the recruiter bots will find your email and you'll have more (interview) offers than gift card scams in your inbox in no time)
Re: How to succeed at Meta
#126Earlier quoted context omitted.
If you're working for someone else's dream, what else is there? "TC" gives me and my family options to do other big things in the world. Yes, I want to take two big family vacations a year, live in a great neighborhood/ school district, and give my kids extra opportunities. Optimizing for "TC" makes sense.
This is nihilistic and short sighted way to see the world. Being highly visible inside and outside my company has opened up more opportunity long term in terms of being offered consulting roles and opportunities in early stage startups then being a worker bee at Amazon for 2 years until you burnout. I know many people who have taken that route and it's one of many paths. If you're a good engineer and can sell your wo…
That's way more work, though. It's really TC over time investment that they talk about on Blind. Nothing will beat FAANG or the hedge funds in that respect.
Re: How to succeed at Meta
#127This person is getting a lot of snarky responses, but all of this is relatively true at Amazon also and it was true when I was at Intel 10 years ago. This is how large companies operate once they surpass the innovation phase, so it should be no surprise to anyone that's actually worked in a FAANG and doesn't pound down the kool-aid. Interesting how there's comments on this person being concerned solely with "TC" as i…
yeah, probably more of the "not everyone is in it for the money" bs. A good excuse to short-change and lowball nerdy people. TC matters more than HR like us to believe, even more so going into a recession!
ok, but... it is true that not everyone is in it for the money, or at least, not for the money primarily.
Re: How to succeed at Meta
#128This person is getting a lot of snarky responses, but all of this is relatively true at Amazon also and it was true when I was at Intel 10 years ago. This is how large companies operate once they surpass the innovation phase, so it should be no surprise to anyone that's actually worked in a FAANG and doesn't pound down the kool-aid. Interesting how there's comments on this person being concerned solely with "TC" as i…
Sure, if you believe that making more money is the only thing that matters in this world. If you take this logic to its extreme you can justify anything if it makes you rich. You're simultaneously criticizing a system while defending your participation in it.
There are lots of things wrong with working at a FAANG for the money. If you don't like how Amazon treats their warehouse workers, don't work at Amazon. If you don't like how Facebook perpetuates fake news, don't work at Facebook. If you don't like Google's search monopoly, don't work at Google. Just because the world is a shitty place doesn't mean you can excuse yourself for being a shitty person.
Re: How to succeed at Meta
#129Earlier quoted context omitted.
Google rewards engineering work in a vacuum, divorced from customer impact. This can lead to bad engineering incentives like valuing system complexity over the actual problem you're trying to solve.
Agreed, having been on the inside at Google - they are not good at producing customer impact. The orgs are so large, so diffuse, and upper management so disconnected from on-the-ground execution that it's really all about gaming metrics. Even people who still want to produce customer impact have to play the game of stuffing their feature into a metrics-shaped-box so their projects don't get shut down. Google is obses…
I'm not sure what the path to fixing this is, or if it even needs to be fixed, but I do think that Steve Jobs created a cult of innovation and a beacon to aspire towards creativity-wise, even if he wasn't the most pleasant person to interact with. This aspirational figure forced individuals and companies to be better.
Re: How to succeed at Meta
#130This is prioritizing appearance over substance, something that is common for business minded people like sales or managers, and is no surprise large companies are taken over by this mentality. In my opinion roles have to reflect their area of expertise when it comes to career success. Engineers should be rewarded for the solutioning and technical knowledge (for the most part). That list should look very different for each role.