91–100 of 142 posts
The worst is when you are trying to escape the hustle and changing your attitude to take it at your own pace at work but there is that one team member that buys into the hustle culture, sending emails at night, ticking things off their check list like their life depended on it, promoting the race to the bottom.
> I’m not against hustle, but when the hustle becomes an end in-and-of-itself, rather than a means to an end, that is alarming. Is it possible to hustle all the time & not burn out? Yes, but it takes a special type of person who values the hustle, in and of itself, which is rare. It's important to realize that there's no right or wrong with what you choose to value. And, as an employee, changing your org's values is…
This cannot be overstated.
Why are we sprinting? To win. The business world is Darwinian. Sit back and relax, and someone else who is more motivated will eat your lunch. Why do we want to win? To make money so we can have what we want. If you don't feel like you're getting somewhere, maybe you're applying force to the ground in the wrong way.
There comes a time in everyone's career when they realize that the "emergency situation" they are in never really ends. There is always a fire to put out. There is always a P0 bug that will sink the entire company if not fixed. There is always a release that absolutely cannot be delayed for any reason, and everyone must work nights and weekends to get it out. The best you can do is learn to tune out management bullsh…
This in and of itself is the problem When every system is *critical system for somebody* and the downtime means loss of capacity, then people are actually hurt, and there are real problems when these things do go down. So you become numb, like a triage nurse, to real suffering because you’re in a system that doesn’t actually give people the resources to fix these things. Most of the harms in the world are when large…
https://web.cs.ucdavis.edu/~rogaway/classes/188/materials/th...
Why are we sprinting? To win. The business world is Darwinian. Sit back and relax, and someone else who is more motivated will eat your lunch. Why do we want to win? To make money so we can have what we want. If you don't feel like you're getting somewhere, maybe you're applying force to the ground in the wrong way.
I agree that a balance needs to be struck and something needs to be done, but I'd favor a healthy cadence for my team than have them burn out and quit, leaving me holding the bag.
There comes a time in everyone's career when they realize that the "emergency situation" they are in never really ends. There is always a fire to put out. There is always a P0 bug that will sink the entire company if not fixed. There is always a release that absolutely cannot be delayed for any reason, and everyone must work nights and weekends to get it out. The best you can do is learn to tune out management bullsh…
As far as I'm concerned, it always was and always shall be "work faster or die". I was unaware that we were given a third choice?
Earlier quoted context omitted.
I think that really is super dependent on your workplace, and probably your field. In higher education, I can tell you, they do not value diversity of opinion, but they get it in spades. Every decision is questioned, argued, analyzed, and beat to death. Leadership hates it, but I love it. It's one of the closest environments to that 'value diversity of opinion' statement that I've ever been a part of.
Maybe this is why nothing ever gets done in higher ed.
You need five people to sign off on what you're doing, and John is out until next Tuesday, so he can't sign it. When he gets back, he notices that Christine missed something on the form, so he waits five days and kicks it back. Repeat this until you give up.
I was recently berated and given negative performance ratings for rolling something out 2 weeks late. The reason I rolled it out 2 weeks late was because we were in holiday season and the company CTO had asked people to exercise caution during holidays. But lo and behold, my management didn't like that I was cautious. They gave me a negative rating. I asked, "Why was the 2 weeks so important? Are there any customers…
I hope you left that place in a hurry. And told them why. What an idiocy.
I didn't tell them directly since I knew I was being targeted. But I left breadcrumbs of truth within the team so that next time, someone else identifies this same pattern and calls them out again.