New Grad to Staff at Meta in 3 years

Very much appreciate this being the second paragraph, made me immediately much less skeptical.

In general, I think these are excellent principles. I didn't really realize how important speed was, in particular, until I was in an organization that pathologically lacked it. It absolutely sucks the life out of anyone who wants to do more than the bare minimum.

I don't disagree with how important one's mindset is. But it seems like this justification for the positive outlook -- meaningful work, amazing coworkers, and compensation -- is actually the end goal for a lot of people. Until that's achieved, it'll be a lot harder for some to internalize some of the points in the blogpost.

One thing I think it misses: you gotta play the game. At Google, that's shipping something, having some obviously quantifiable impact, or doing something with a much larger reach than expected for your level. "Playing the game" means seeking out that work, figuring out the narrative, and not working on things that don't help you achieve that end.

Kinda cynical, but if your goal is climbing a corporate ladder, you should understand what that corporation or org actually values and rewards. Note that this may be different than what it says it values.

The title might be cringe, but this is a very good overview of the core requirements to climb up the ladder (if that is what you want to do)

1. Being helpful cross-organizationally

2. Execute efficiently

3. Go beyond your job description, and do work expected at 1 title above you (if you want to climb6

4. Communicate. Communicate. Communicate.

5. Know your s### about your product.

>Comments like "don't do it" or "it's not worth it" were appearing consistently. While we were pouring resources into optimizing frame embeddings and acoustic models, the clearest signals were hiding in plain sight.

First, I call bullshit. There's no way you're the first person in the room to think "let's check for keywords in the chat". I can believe that being able to tell these kind of bullshit stories is what gets someone promoted at the big companies, but I think this one is not even particularly good. Wouldn't any interviewer be skeptical? Feels like a Feynman story. Then again maybe life is stranger than fiction sometimes. Or maybe the real contribution at the time was in suggesting a feasible mechanism to incorporating the comment data?

Secondly, I hope that whatever model you came up with extended to livestreams without viewers, or livestreams where the viewers were egging them on. Also "Don't do it" seems like a pretty weak signal when you consider the entire variety of dumb shit people do on livestreams, e.g. the cinammon challenge, ice bucket challenge, whatever.

Also this is Facebook we're talking about, shouldn't they already know whether a user is a suicide risk in general from all the data mining shit they do? Shouldn't there just be a report button on the stream so users can report such things?

Sincerely, guy who went from new grad to laid off in 3 years

But I was scrolling to find some description of what was accomplished in each of the steps.

In many big companies there is an inherent motivation to replace the old with new to get ahead without improving the state of the art.

The blog post, linkedin are becoming too atrocious with general advice with useless bragging.