31–40 of 354 posts
My gut seems to be wiser than my head on this stuff. Nearly every time that I've moved on, it's turned out to be the right call in hindsight.
Yes, the day that leadership invites "Agile coaches" in to start scrumming up the works is another sign to move on.
The big RSU grant is depleted and you don’t get a new one that is comparable in size. There is zero reason not to leave in this case, because you will absolutely make way more money by leaving. You can even leave and rejoin the same company to get another grant, as dumb as that is. Make sure you actually ask for a new grant before quitting, nobody is going to give you money for free. You also need to be good but that…
Rent a condo, do a communal office, if you want more close collaboration - shuffle your teams to colocate them - not force them into 1hr commutes into a fucking empty office.
Our infrastructure is now ephemeral on the cloud - why can't we be more flexible with our work situation?
Two years and six months. If you do not get any promotion, perks or increase of benefits during that time, your not going to get any ever. Waiting with the mindset of "maybe I will this year" will only cause you mental anguish, to the point you'll become disgruntled and end up shooting yourself in the foot. Why two years six months? It's takes three months of constant effort just to score an interview/new job and thr…
> If you do not get any promotion, perks or increase of benefits during that time, your not going to get any ever. SV bubble. Getting a promotion every 2.5 years is very rare in traditional engineering companies.
Definitely feeling this at another FAANG I think there’s something about post-pandemic work in software that just isn’t working. I don’t think it’s just interest rates or a hiring downturn, nor immediate causes like founders leaving (because I see this sickness at most big tech companies these days). Personally, I believe that hybrid work is not going well. Fully remote teams are good, fully onsite teams are good. Wi…
Other signs for me personally: * Sales schedules dictate product development timelines rather than the other way around * Leadership thinks about practical operational/logistics issues only when forced to * The importance of "culture" is brought up without fail when talking about working from the office, and never at other times * Leadership is fond of setting goals and deathly allergic to providing incentives
> Leadership is fond of setting goals and deathly allergic to providing incentives
Goals are good, in any way, as long as their portioned right.
And at the level most people this is targeted to are working at, is the rather large salary supposed to be the incentive?
- Investors are priority over customers - Getting stonewalled at every opportunity to be heard - Drastic change in ownership with nonsensical goals - Family ran company with lots of family infighting and drama - An office full of cokeheads Some of my personal faves.
Ah, the 80's. What a time.
Earlier quoted context omitted.
Two years six months is also a reasonable time as some companies have salary discussions only once per year.First time around, you might have only been at the company for a short time, after your first full year you might not be able to, want to go for a salary raise or you might not get it, but if you don't get it the second time, it's a sign that is hard to ignore This is, though, with an asterisk that you made a r…
Salary discussions can happen at any time, though. Restricting it to once per year is just delaying tactic. If you resign and they want or need you, all of sudden everything is possible
They never could, yet their experience is shaped by the buildings employees use. Having been moved to a hybrid office and lost my private office -- my work suffered and so did the work of my colleagues. By not taking real estate seriously, my company is pushing me to look for work elsewhere. I don't want to waste my thirties doing crappy work because I don't have an office to work in.