81–90 of 133 posts
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I have never heard of this as a slogan at Facebook and I have close ties there; this seems like someone venting emotionally.
When I went into Facebook's bathroom, at eye level over each urinal was posted a weekly newsletter, which talked about changes to their PHP API.
> One of Facebook’s internal slogans is something like “always do what’s best for Facebook”. Is that real? Like they really have this slogan that like comes straight out of a modern interpretation of Marx's theory of alienation shoved right into their employees faces? http://i.imgur.com/oVb4J0b.png
I never saw that. However, the "Stay Focused & Keep Shipping" signs always seemed dark to me.
There is literally only one thing to do: get your resume together and get the hell out. If they offer you options that take 3 years to actually occur, ignore them. If you believe in your product, take a few weeks to get over the shock, then find something else to sink your teeth into!
I wish I would have followed this advice. I was part of a very large acquisition that netted me a measly $30k. The retention package was sizable (for me), but it took your quoted 3 years to even begin vesting. I left at the end of year 2 and was miserable for almost a full year prior to leaving. I didn't even have any financial gain to show from it.
I'm afraid I'm still learning how to do this, but it has helped me get out of my last job before I completely burned out.
"Surviving," "Trauma," "Shock","Dismay" ? I've founded a company through an acquisition and led mobile for another. Life was definitely much much better before the acquisitions. But the perception that it's anything but a first world first world problem ... is a bit misleading and entitled.
We cannot ask for employees that are engaged, purposeful, passionate, and committed without also expecting negative feelings to happen when things don't work out. If you ask people to care about their company and their colleagues, fucking own it when they actually do.
> 3-4 hour daily commute It saddens me that anyone thinks this is acceptable. I know some people don't mind it, but what a waste of your life to do this for any extended period of time.
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I never got used to the Microsoft commute, and that was rarely worse than 90 minutes coming home. It sucked, it continued to suck, it never got any better, it ruined my day, I hated my life, and it felt so good to drive away on my last day of that terrible job knowing I would never again have to spend any time on SR520 if I didn't want to. (I avoided that road for years afterward, actually, even when it would have be…
Commuting by car is much worse than commuting by bus or train (for any time greater than 45 min).
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I wish I would have followed this advice. I was part of a very large acquisition that netted me a measly $30k. The retention package was sizable (for me), but it took your quoted 3 years to even begin vesting. I left at the end of year 2 and was miserable for almost a full year prior to leaving. I didn't even have any financial gain to show from it.
Mate, you live and learn. Whilst the experience might have been horrible, I'd say you've probably had positives come from it. For me, the positives were that I learned that I must commit 100% effort into any place I work, but I've got to be able to move on when necessary. I'm afraid I'm still learning how to do this, but it has helped me get out of my last job before I completely burned out.
In my experience, there's only one rule to surviving an acquisition: find political cover immediately . Upon acquisition, you and your team are an alien entity embedded in BigCo's immune system of political networks and operating rules. They don't know what to do with you, you are a threat to established patterns, and you will lose to the experienced players . So unless you have C-suite cover and a title to match it,…
Even in the case when say one of your side is brought into the c suite it's important to understand that you need to find acceptance and a reason to exist according to the rules of the buyer however bizzare they may be. In the case of my one bad acquisition our ceo came in as cto, but couldn't navigate the nightmare politics of our buyer. We still ended up lacking cover and lost a ton of great people to burnout and political hijinks. Our products suffered. Our customers suffered. It took us too long to understand the rules of the game and that the real interests of the company were at odds with making our products and customers successful. Or at least that was not the primary concern.
It's tough, figuring out the ground rules. Best bet is to make sure you are working in the best interests of someone who does and can guide you through it.