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Why I Quit Google to Work for Myself

mtlynch.io

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Re: Why I Quit Google to Work for Myself

#311

Earlier quoted context omitted.

Working for yourself really does mean working for yourself. Yes, you might have customers to answer to, but you can always tell them to fuck off if you want. You suffer the consequences and reap the rewards. Your actions, small or large, matter. Yes, working for a corporation is safer and more stable. In the grand scheme of things, this is the risk-adverse, safe thing to do. The OP may waste years of his life, or he…

That doesn't really follow. As an independent worker, you answer to your clients. As an employee, you answer to your single client. It's basically the same deal.

> clients

> single client

You described the difference.

Re: Why I Quit Google to Work for Myself

#312
post #34
post #2

Author here. Happy to answer any questions about the post or about my experience at Google.

Early on in the article you describe the excitement your younger self had a the prospect of working with the "best engineers in the world". However further down you describe your difficulties with some products - undocumented code with no unit tests and silent failures which are hard-to-diagnose. Has your opinion changed about this at all? I am not sure how indicative these descriptions are to overall quality at Goog…

No, I found developer quality to be very high at Google throughout my time there.

I think the lack of tests was more symptomatic of bad incentives that good developers were forced to follow. Developers were rewarded for flashy things they could show promo committees, and rigorous tests or well-written documentation.

It was unusual to find code with no tests because a code reviewer will usually insist on at least some tests. But it was common to see complicated behavior with just a single test associated. Or a complicated interaction between components with no end-to-end tests.

There's not really a strict cultural expectation for documentation, so it's very easy to find code that's either not documented, documented inaccurately, or documented unhelpfully.

Re: Why I Quit Google to Work for Myself

#313
post #119
post #29

> I drastically reduced the time developers spent repairing those failures, but there were no metrics that tracked developer time. For several jobs in a row, I've felt that helping others on a team is undervalued and under-recorded. I've been planning to implement the "assist" metric, similar to basketball, on my own team for a while. The idea would be something along the lines of everyone gets a set of assist points…

In a previous company, there was a feature in the intranet to give kudos to other people. Everyone in the company could see a kudo as a post in the global intranet "chat" sidebar (not really chat, more like a communal facebook wall of sorts that would bump posts to the top any time anyone commented on them) You could give as many kudos as you wanted, and it had zero impact on performance appraisal/raises, but it sure…

At SFDC we bought and used internally a tool called Rypple (later work.com) that was precisely that.

As you say, zero impact to people in terms of their performance reviews (which were a topic of discussion in their own, each employee having to write a mini-manifesto for their year ahead) and kinda became a popularity contest where people were giving kudos to their office buddies.

And don't get me started on the people that left heart stickers with messages like "thank you for starting the best company in the world" on Benioff's profile.

Re: Why I Quit Google to Work for Myself

#314
post #223
post #2

Author here. Happy to answer any questions about the post or about my experience at Google.

(former Google engineer here) No questions, but it was a good read. I'm sad to hear that the gaming of the promo system is still such a large concern. Unfortunately that was also the case way back in 2005, through 2010, and until I left. What's new to me is the shuffling of projects back and forth to India. That's not something that seemed to be an issue when I was there, and it's sad to hear this new concern for kee…

Thanks for reading. Sorry to hear you had the same experience.

What's your experience been post-Google?

Re: Why I Quit Google to Work for Myself

#315
post #179
post #72

Earlier quoted context omitted.

I worked in a remote team once helping a company in Seattle (that perhaps had a bit of a jock culture problem). I could be stuck for days because following the README in a repo just wasn't enough to get the project to compile and run. Every standup I was telling "I'm completely blocked for the last two days because I cannot run the repo, so I cannot run any tests and at the moment I'm doing absolutely nothing.". To b…

On the one hand it is indeed disappointing that nobody would help you with this. On the other hand, there's a more pro-active role you could have played yourself in this as well. "When everybody is responsible, nobody is" - what often helps is specifically asking people, by name, to sit down with you for a bit and help you get through it. In fact, there are many social group situations in which asking specific people…

This is a big challenge for remote employees. At some point when do you just give up and settle for what you can get done and not worry about what you cannot change. Its a poor attitude but it happens at a lot of companies.

Re: Why I Quit Google to Work for Myself

#316
I thought google was supposed to be an industry leader in assessing and managing human assets. This whole thing boils down to making a simple problem complex.

The simple solution is that direct superiors and co-workers are the best resources for determining viability. The junior engineer he trained is better informed than the entire promotion committee with their metrics packet. Maybe it works sometimes but for all the millions(billions?) Google has invested into dissecting how teams and human resources work, this is a case where they totally failed and a very basic solution would have worked.

Re: Why I Quit Google to Work for Myself

#317

Earlier quoted context omitted.

Isn't the Toyota's idea of Kanban supposed to alleviate this? As in if there is some problem with the production line, anyone can push the stop button, and everyone assists?

Just to clarify your point, I believe you are referring to andon[0], the system of alerting people to an issue, rather than kanban[1], a system for inventory management. In a manner of speaking he did pull the andon cord by speaking up in his team meetings and alerting people in Slack, but the cord means nothing if there is not a culture supporting the alert. 0: https://en.wikipedia.org/wiki/Andon_(manufacturing) 1:…

The cord rings a bell

In a room no-one enters;

Snow blankets roadblock.

Re: Why I Quit Google to Work for Myself

#318
"I was in a business relationship with Google". The point that most employees especially in the US forget. It's strictly business for the company. Whatever incentives they offer is for the company's well being. Feelings like "proud to work for xxx company" is stupid.

Re: Why I Quit Google to Work for Myself

#319
post #54

Earlier quoted context omitted.

In one of my previous teams, we did away with individual metrics because they "punished" team players. If an engineer spent most of a week helping another with their issue, it made them look bad in whatever tracker we used by almost every metric. I prefered sticking to trying to optimize whole team velocity and using 1 on 1s and peer reviews to track individual performance where it was needed (eg: compensation review…

relatedly, a friend of mine worked at a place where everyone was on "20% time = bug time". You were expected to spend ~ 20% of your time taking bugs from the bug tracker and fixing them. Bugs closed were part of a metric towards bonuses. People were taking one bug, breaking it in to 3 or 4, then closing all of those. "Add button for X" became * "add button on form" * "add CSS for button" * "update CSS for button" * "…

> It's still frustrating to know that this mentality infects so many professional "thought workers".

The article explains the process by which good, honest workers become corrupted into this mentality. Whether you want to do good work or not, most people don't have the confidence, security, nest egg, etc. to quit their day job, so they assimilate out of the necessity to keep their bills paid, and this becomes a cycle. The naive worker comes in determined to do a great job, soon learns that "great job" is not a straightforward evaluation and that people who have no real involvement, knowledge, or investment have control over their career trajectory, and then optimize to improve those numbers.

These people then get promoted and a) consider failure to game the system evidence of naivety, and expect this same political awakening in candidates as a "rite of passage"; and/or b) rise through the ranks without realizing that they've gradually internalized the system, and that they're inadvertently making the same loose determinations based on impersonal, macro-level metrics that are easily gamed, partially because as you get promoted, you can't possibly come to a deep intuitive or direct understanding of the work of everyone in the ranks. Rinse and repeat. The ABCs of employment are "Always Be Campaigning".

Strong, personal leadership from invested, intelligent people with conviction is the only antidote, and even when you get these people, it's a constant battle to keep their disinclination for political games from destroying things.

Re: Why I Quit Google to Work for Myself

#320
post #26
post #2

Author here. Happy to answer any questions about the post or about my experience at Google.

nice article although its sad you couldn't get recognized for the value you were adding. I am not good at wording things, but here goes: I didn't see you call it out directly, but I also find employees are discriminated by project. if you are not working on a valued project, any value you provide to the company will be shrank by how unimportant they feel the project is.

Thanks for reading.

I agree that choice of project has a large effect. Projects that involve collaboration with a lot of partner teams increase your chance of promotion because the more people your work impacts positively, the better your set of peer recommendations when it comes time for promotion.

It's much harder to "sell" a project whose effects are only directly visible a few people, even if it's valuable work.

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