Earlier quoted context omitted.
I’d be curious to hear your ratio. It really varies. In some small teams with talented people, there are hardly any “fake” developers. But in larger companies, they can make up a huge chunk. Where I am now, it’s easily over 50%, and most of the real developers have already left. PS: The fakes aren’t always juniors. Sometimes you have junior folks who are actually really good—they just haven’t had time yet to discover…
My personal experience: - 5% geniuses. This are people who are passionate about what they do, they are always up to date. Typically humble, not loud people. - 15% good, can do it properly. Not passionate, but at least have a strong sense of responsibility. Want to do “the right thing” or do it right. Sometimes average intelligence, but really committed. - 80% I would not hire. People who talk a lot, and know very lit…
Typically, upper management wants smooth, steady output. But the better your people are, the bumpier that output gets—and those “one-percenters” can produce some pretty extreme spikes. If you think of it like a graph, the area under the curve (the total productivity) can be way bigger for a spiky output than for a flat, low-level one. So even if those spikes look messy, they often deliver a ton of long-term value.