The best you can do is learn to tune out management bullshit and identify what is really important. There is no point losing sleep over the rest. It will be there to work on tomorrow, and the day after.
The best you can do is learn to tune out management bullshit and identify what is really important. There is no point losing sleep over the rest. It will be there to work on tomorrow, and the day after.
I think part of it is that people get too wrapped up in their local world and don't see the big picture. For instance "If we don't get this widget added to the thingamabob in the next 3 days the company will go under!" when the thingamabob is just a minor piece of the puzzle for the larger company. Part of it though is driven from the top.
The one downside to having had this realization is it goes both ways. It also means that very few things you do have impact in a positive way as well. For some people this can be motivation killing.
if the fire started due to something you helped create and you have even a smidgen of impostor syndrome, fighting fires is about about saving yourself and cleaning up the messes you've made. the only way to prevent this is to build a team with a strong sense of collective ownership/responsibility and a healthy attitude towards mistakes.
If quality mattered, the best engineers would be making the fewest mistakes because mistakes are way more expensive than getting it right
She created these cluster fcks and then would throw out her shoulder patting herself on the back for putting it out.
She was in a constant state of panic. It was exhausting to watch her work.
Like when I was an engineer, boom move get things done produce actual results, something would be deployed and value would be delivered, now, if I want to get something done, engage with two or three other teams to do something, talk with their team leads, then the actual engineers, then have a meeting to actually discuss requirements, and what should be a simple program that takes 3 api calls, turns into a 3 month long project.
Do all of the meetings/emails have to happen serially and in that order? If so, why?
Maybe look up what Amazon does with its 2-pagers and 6-pagers. See if you can do something similar where you are.
If it's really such a simple solution and that's obvious early, can you propose the obvious solution when you see it and get reactions?
If you're the only architect, you may have to define some of this stuff and make your changes part of the corporate culture.
If you have any PM buddies (whichever type of P), ask them for advice. A lot of this is their bread and butter, and if they already know your org, they'll have special insights.
Until you've been through another 30 years.
You haven't even reached mid-burn yet...
At least in my experience I've noticed some things.
1. Management is incentivized to create the illusion of crisis to squeeze marginal extra labor out of you. They will be promoted away before burnout burns them.
2. Many of the crises are self inflicted by our response to previous crises. The only way to avoid the nausea of the merry go round is to get off it entirely.
3. You will futiley destroy yourself if you try to rail against the times you live in. You have to let the system fail for it to rectify. Martyring yourself will only extend the suffering as the system has no sentience nor conscience about what it's doing to people who care about reality.
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 systems filled with a lot of people, who have no alternative, break in ways that don’t have compensatory measures. It’s coming for the food supply soon too.
I’ve been in senior leadership positions in very large organizations multiple times, and I promise you that there are critical workloads not just in tech, but in medicine, defense, etc. who only have one or two poorly paid people who are there to make sure that whatever the system is, doesn’t break. And when it does? Welp tough break.
The reality is there should be many people as back up and as compensatory measures however, companies are not incentivized to pay for those back ups because in “normal” times everything looks fine. It’s not broken right now so we don’t need extra support. We’ve all heard the story.
The problem I see is that the world is increasingly filled with these unsustainable debt fueled “critical services”, and humans live within dozens of these large complex systems with no direct alternatives. The workers there are holding on by threads because no company can maintain their business in an environment of forever margin chasing (rat race) and all profits go to insulating owners from downside risks rather than making systems more robust to shocks. So the workers are blown out, owners have half a foot out the door in case of emergency and customers and users are just along for the ride.
Sounds great
https://web.cs.ucdavis.edu/~rogaway/classes/188/materials/th...
Great read
The emergencies and surprises never stopped. Timelines would change quickly - “start working on it but no deadline” would regularly turn into “this is due at the end of the month” and then “Can you have this done in two weeks” and then “what can we accomplish by the end of the week” and then “this needs to be complete in the system by 4pm tomorrow” sometimes all within a few days. Sudden weekend work including absolutely ridiculous requests that I can’t talk about was pretty normal. Many people involved essentially volunteered large portions of their non-work time to the government because their positions did not include overtime compensation and they thought if they put in the work eventually they’d climb to a position where it would be worth it.
Every meeting was a potential crisis, and the bosses between you and the politicians were no better because of downhill shit theory. Some of the non political leadership were helicoptered political allies instead of technical specialists in the thing we were supposedly supposed to be doing.
I realized about 6 months in that even though in meetings they kept saying “we know workloads are higher than normal but we think we’ll get back to a more reasonable period soon” was just lip service, and that we were actually just in a permanent state of crisis of after crisis handed down to us by politicians who would take days off to go golfing. All this at wages that were not comparable to private industry but on the other hand less worries about tracking hours for billing like I would have had to do outside the public service.
I am glad to have left it behind. My health, both mental and physical, suffered even though I couldn’t tell at the time when I was going through it. There is no reason to live your life that way.
Having to be an IC and leadership and attend 5+ meetings a day is an impossible ask for someone that is not young and hungry anymore. When someone asks for things now I always lead with "sure, but its only me, no other resources so it is probably going to take a while"
Or look around to see if you might be able to hop over to a team or company that doesn't run like this. They do exist!
A good manager communicates well, a great manager teaches everyone around them how to communicate well.
Inspired by Marx I could say that manager work is removing workers from their alienation and not work in unoimportant things.