191–200 of 289 posts
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>LI has a distinctive lack of chill right now contrary to the company image I don't get it. Did linkedin have an image of being a chill place to work?
Yes, absolutely. I worked there about 7-8 years ago and at the time it was considered a "retirement home" in Silicon Valley.
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Surely this is because Elon is there picking up the slack for the missing 80%.
Or, you know, the people dealing with the advertisers ("partners") are gone and no money is coming in. But sure the servers are still running ;)
a very slimy and backwards model
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I used to work for Large Tech Company and I would pretty frequently fly out to San Francisco Suburb for work. One of the more interesting time periods of that phase was when the office building I worked at for Large Tech Company was across the parking lot from LinkedIn in San Francisco Suburb . We frequently played a largesse game of hangman with the LinkedIn employees drawn on the windows across our parking lot. Lin…
That sounds suspiciously like the office location where you‘d see big cargo planes fly overhead once in a while.
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Having 17 direct reports is too much. Managers are not just a link in the chain of command. They also do stuff that needs to be taken care of. All kinds of unusal things happen and not all are suitable for delegation. 17 direct reports is not only a measure of how many colleagues they need to manage. It is also a measure of the large the weird-things-that-needs-taking-of-scope is.
Seriously. The most effective teams I've ever worked in, had 3-5 people under a manager. The manager occasionally got their hands dirty when they could spare the time, but in general, "getting every roadblock out of 5 people's way" is a lot of work, and combined with all the non-delegatable stuff, would keep them pretty busy. When a team grows much beyond that, the manager is no longer removing all the roadblocks. Th…
Their goal is to keep their report's time fully utilized, so it is logical for a manager to take on a task if it saves their report 2N as much time in IC work. For example, a manager with 4 reports can devote up to 10 hours/week fairly to each one; taking the second approximation, that's 5 hours of overhead and 5 hours of project work. The report has 40 hours/week of time. Therefore, it makes sense for the manager to do a one-hour task (say, design work) if it saves the report at least 8 hours of work. A manager with 10 reports can devote only 4 hours/week to each, so with 2 hours of overhead and 2 hours of project work, it makes sense to take on a one-hour task only if it saves the report 20 hours of work. Taking the third approximation and assuming overhead is a constant 2 hours/week/report, the first case becomes 8 hours of project work, and so a task makes sense if it saves the report 5 hours of work.
You can see how a manager very rapidly approaches the "Do nothing other than bare minimum performance reviews, 1:1s, and save the report from blatant stupidity" line as their reporting load increases. This is why so much moderate stupidity and waste persists in big companies: the manager is not incentivized to remove it (and doesn't have time to anyway), but the report does not have the organizational power to change it. And ironically flatter hierarchies tend to be worse at this, unless they have ICs step up and do the "improve efficiency for everyone" role, but then they're usually either promoted into management or they leave.
This is also why managers look chronically dumb and entitled to ICs. The IC can see plenty of opportunities where "If you just did X, which takes 15 minutes of your time, it would save me 2 hours of my time." They don't realize that their manager has 10 other reports, so a.) their manager does not have 15 minutes of time to spare and b.) their manager is only going to spend it if saves at least a day. Otherwise it makes more sense for the employee to do it themselves, simply from a scalability perspective.
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> Typical ratio of people to managers in a company is about 1:4, so that tracks. Over the last 10 years, we have improved productivity tools, and for every other role the expectations are higher. I find it funny that the ratio of ICs:Managers has not gone up and the industry doesn't discuss that it should go up or what tools we need to help make it grow.
Productivity tools don't help you when dealing with people problems. You can't throw a TODO app or some other bullshit on someone who is underperforming or to coach someone for a promotion.
Isn't increasing productivity by solving hard problems why we get paid? My biggest question is, why isn't it even talked about and/or have aspirational goals set up?
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Yeah I report to a director and make more than them at senior staff level
Teach me this!
2.) Be even better at leetcode.
3.) Interview during a downturn, when everybody's stock is in the toilet and all the companies that are about to go bankrupt aren't hiring.
4.) Get multiple competing offers.
5.) Play them off against each other. Turn them down if you have to.
6.) Get as much stock as you can in the counteroffer.
7.) Wait for the upturn, where the company's stock goes parabolic.
8.) Profit.
#3 and #7 are the most important. Timing and luck are better than skill. But you usually need #1 and #2 to accomplish #4 during #3, and you need #4/5 to get #6, which is what really makes you the big bucks in #7.
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Or, you know, the people dealing with the advertisers ("partners") are gone and no money is coming in. But sure the servers are still running ;)
no idea why you need a dedicated person for dealing with the advertisers. it seemed to be just pressure from adl to scare the advertisers away, or otherwise adl will generate controversy a very slimy and backwards model
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That sounds suspiciously like the office location where you‘d see big cargo planes fly overhead once in a while.
Like the unmarked ones going to area 51 filled with engineers on their way to work?