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Why Good People Leave Large Tech Companies

thinkgrowth.org

261–265 of 265 posts

Re: Why Good People Leave Large Tech Companies

#261

Earlier quoted context omitted.

I had a manager like this. I scheduled a 1:1 with his boss. Half hour meeting, didn't tell my boss what we talked about beyond "a discussion about my career". My manager didn't even come up in the meeting. Instant improvement in manager's behavior. Assholes know they're assholes, and the appearance of connectedness (along with deliberate efforts to keep them off kilter) is usually enough to keep them in line.

Oh, I like this. When your boss talks to his boss about the meeting, his boss doesn't have any specifics about him, which looks way scarier. If you brought up the manager, it'll more likely wind up looking like something manageable.

"Managing up" doesn't just involve sucking up. Your knife may be smaller than your boss's, but it's still a knife -- a lot of complaints about the modern workplace would disappear if more subordinates learned to use the tools at their disposal.

Re: Why Good People Leave Large Tech Companies

#262

Ugh. So much this. Story time. Doing work with a 3rd party firm on some simple dev work (integration into a few partner APIs). We're a big Azure customer, 3rd party knows this. Gives us ARM templates for resources needed to deploy. Get on the phone with the IT folks internally, state we need these ARM templates deployed and monitored. Queue two week (plus) process, 100 questions, and department to department costs (a…

Wash any from your side or the partners? If the other company sees this as a breach of trust you could be cutting your company out of future partnerships with this company (or even worse have to undo your code and getting black listed in the industry.) Best of luck either way, just remember humans aren't rational agents by any use of the word.

Our side. The partner wouldn't care about our internal costs (e.g. this is basically a referral program, etc).

So I see what you're saying, but it's not an issue here.

Re: Why Good People Leave Large Tech Companies

#263
post #196

Earlier quoted context omitted.

If anyone wants to be part of the decision making process, they really should strive to get in that room. And when they get there, they will appreciate the absence of noise from people who think their voices automatically matter. If a company doesn't have a way to gather important feedback from its workers, then that is a failure. But that does not equate to everyone needing to be in that room. When I started out, my…

> The truth is, especially at a large tech company, you are replaceable. This will sound harsh to many, but I believe it's basically true. At large companies, the innovation has already happened; they found a market and are now mining it. Very few large companies can continue to innovate (Apple being the main example), but the rest just ride off into the sunset. Sometimes the market they're in evaporates, and they di…

You should make a new HN Post with this link. It's quite good.

Re: Why Good People Leave Large Tech Companies

#264

Earlier quoted context omitted.

"Maximising company value" isn't a useful end goal you can give to anyone but the CxO team. For everyone else, it's a motherhood statement. Trotting it out as though it's some kind of engineering compass isn't helpful. To this you've appended the hackneyed conflation between "speed" and "cowboy attitude". It's a common category error, but in truth, rapid iteration is one of the enablers of high quality and is a huge…

I've seen urgency used as an excuse for sloppy work so often that I can't ever imagine the speed of development being a good metric.

I don't conflate the two. Urgency and speed are two very different metrics. Many lumbering waterfall projects have moments of urgency or even panic.

Re: Why Good People Leave Large Tech Companies

#265
post #27

Hmm. Really?! I worked for various large corporates, studied for a MBA after my IT career; found out about ethics and other ontologically speaking really valuable things in life hence left. But really, besides personal spectives and/or ego's. :: Henry Mintzberg basically said it all in 2004 already: https://books.google.nl/books?hl=nl&lr=&id=zsYAeVgwHDQC&oi=f... ISBN-13: 978-1576753514, ISBN-10: 1576753514 " Managers…

Spam?

No, but i see that it looks like spam. Should have been more carefull. The link is nothing but freshman year one MBA material.
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