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Comment by ryanjshaw | Hacker News Reader

Felt like AI slop. I used to do what it recommends, and it got me nowhere other than more stress and higher expectations from senior management.

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I was reprimanded at three different software companies for doing exactly this, and not "staying in my lane" or "trying to do the senior person's job". So it only applies if you're already ahead of schedule on all your assigned work (difficult if they keep increasing your backlog), and the manager likes you but sees you as non-threatening, and people aren't territorial about RFCs.

Part of growing up is also knowing WHEN to do the extra, thinking about whether this will undermine people who dont like to be undermined, and then more fundamentally, what the hell am I doing in such a politically toxic place?

Its not just about going above and beyond. Its going above and beyond exactly where it will get you the best outcome and nowhere else.

The number of times I've been praised for going "above and beyond" has been absolutely dwarfed by "stay in your lane". Turns out, a lot of people don't appreciate you trying to prove you could do their job.

I mean is it not clear that companies are just an abstraction for a network of people, and you obviously must be be good with those people, ie seduce them into promoting you. And is it not clear that on the other side, you must keep your options open such that you find an alternative (job) if they are weird / toxic / dont like you / you dont like them?

Reads like of those things people post on LinkedIn.

Same. If anything it only welded me in my position, because I was just very valuable doing what I was doing. Absolutely crap advice, IMHO.

Were you simply doing more of the same or were you actually doing the job of the level above you? Those are not the same.

I tested both. None worked.

It is a little bit like “it’s not what you know, is what you can prove”: I mean: “it’s not what you do, is what the boss of your boss sees”. And I emphasize “boss of your boss” because him is who you have to impress (or somebody 2 levels above, anyway).

Also in moderately big to big companies, is all about contacts and personal marketing, which could (and typically is) orthogonal to your actual work.

> Also in moderately big to big companies, is all about contacts and personal marketing, which could (and typically is) orthogonal to your actual work.

As you go up the levels that is exactly the job (for better or worse) so doing that is doing the work at the next level. You are organizational glue that connects people and ensures your team has proper visibility. If you didn't see it that way then that may explain your problems with promotions.

It does not have to be so, and in some companies is not so, notably the ones which thrive and meritocracy rules. Is a big fallacy to think all is politics, IMHO.

Between the most junior developer and the CTO, and all in between, is about taking good decisions, communicating clearly, and owning errors. If it is a healthy company with competent management, there is no need to make a powerpoint of every fart you shoot. Now the reality is, big companies are run typically by incompetent people with "cover your ass" mentality, with lots of internal and external corruption and nepotism. See Dilbert. It doesn't mean is the only model.

> If you didn't see it that way then that may explain your problems with promotions.

Big no. I totally knew and saw that, clear as day. But if when the position is open the nephew of the boss'es boss is looking for a job, you are just out of luck. Also if your boss is constantly talking bad of you anytime anyone internally asks for you.

It actually worked for me, got my last promotion that way (IC -> EM)

I don’t consider a line level manager a promotion. I consider that the fifth level of hell.

The pay bump was nice, but I totally get where you're coming from. I'm actually thinking about moving back to IC

My biggest issue with line level managers is that they don’t control budgets or have any real authority - raises, promotions, etc.

I love managing initiatives - just not people. But anytime I have been bought into a company where I was responsible for major company wide strategy, I made sure I reported directly to someone with authority - a director or a CTO. It was mostly small companies.

Even now where as a staff level employee where I do report to a line level manager (who is at the same salary band as I am) who I like and respect very much, I am making sure I have visibility and the ear of my skip manager and my CTO about things I care about - without stepping on my managers toes.

It uh.. was kind of weird that a junior dev wrote.. an.. rfc? I sense that this is a company that has somewhat adapted that concept for some kind of internal communication, or it's AI slop. All the jobs I'd ever had would probably call something like that a "design proposal" or similar.

Maybe this is a folksy anecdote about a junior developer working for John Email designing the protocol for trinary morse code over a token ring of twisted pair barbed wire. An RFC for that kind of project would be natural.

In the spirit of this, I propose we start calling things like flowcharts, SVG images of digraphs, UML diagrams etc "articles of war" just to spice things up.

It says "more junior engineer on the team" which could mean senior vs stuff, or regular vs senior. At least that's how I understood it.

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