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Comment by insightcheck | Hacker News Reader

My worry is that you can be technically excellent and fantastic at what you are assigned, only to find later on that the project you've been toiling over has been cancelled or valued far less than another team's work.

I appreciate your experienced perspective greatly and it encouraged reflection (I agree with working at a consistent pace), but I believe there can also be a middle ground to have awareness of business concerns to understand when to switch teams or even companies. It's painful to work very hard at assigned tasks, only to find it wasn't valued due to business priorities.

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Yeah that happens. More than once I've thrown away a lot of work due to a shift in priorities. The thing to realize is that as an engineer you have very little control here. All you really can do is argue with higher-ups (they likely won't listen) or job hop (you can't do that too often).

It's sort of like making a movie. You start out with more material than what you need for the finished product because sometimes you don't know what's going to work ahead of time. Yeah, it sucks when you project gets left on the cutting room floor, but it happens. There's plenty more work to do. It might sound cynical, but don't get attached.

In terms of a middle ground, I sort of think about business concerns the same way I think about the news. Be aware, but don't worry, because you don't have much control anyway. If something really important comes around, start preparing to do what you can with what little control you do have (job hop, move out of a place that's about to be a war zone, etc). Don't waste your finite time and attention on day-to-day details. Save it for the big stuff.

The problem is that most places reward you based on "impact" somehow, not "impact had we not given you such a bad roadmap to follow," so being unplugged from the business side is rolling the dice w.r.t. future recognition of your work, no matter how well you did

Not all places do this; the place I currently work only rewards leaders for "impact" and people have the option of whether to take on leadership responsibilities.

Places that reward non-leaders for impact are doing so intentionally to encourage people to self-organize into teams that produce the most value for the business. The theory being that the people on the ground often have a clearer view of whether value is being created than the various layers of middle management do. If you work in a place like this it's actually part of your job to stay plugged in to the business side and determine whether you're working on something valuable or not.

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