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Maybe I'm just getting older, but my experience with recent college grads feels increasingly bimodal. That didn't work out, mostly because the new hire had some personal issues and exemplified the worst caricatures of a "Millennial at work". One of "my" senior developers (in a team of 5) transferred to neighboring team and we got a new hire to replace him. Instead of direct political conflict, see if you can change the win conditions and avoid the fight entirely. It's up to you to grow the balance or spend it. When you start somewhere new, you have the equivalent of the $100 "new account" bonus in your account. Use it sparingly.Ĭredibility is a bank account. Know the leverage you have at any moment in time. Understand how the work you do aligns with value to your customers and clients. The ends do justify the means provided you're not committing crimes against humanity, and the time to positive outcome is short enough for the people around you to connect it back to that not-nice thing you had to do. Impact trumps intentions and being a "good person" - whatever that means to you. Act between lawful good through chaotic neutral, provided your long-term motives are aligned with those of your client. Use an ephemeral medium to discuss uncomfortable things.īeing lawful good isn't the best alignment because it'll often minimize your ability to have impact. If an email thread is going off the tracks, slow it down by waiting to respond. Use your communication medium to your advantage. I've said "Wow, I fucked that right up" more times than I can remember. Objective facts will often take a back seat to feelings and whimsy.Ĭorollary: own it when you're wrong. Winning the documentation race often decides what was decided in the ephemeral context, even if that’s not objectively true. Uncomfortable or sensitive conversations should be had in ephemeral contexts so they can’t be used against any party.Ĭorrollary: putting things into writing can force another party to do something. (An action might be as simple as sending that email.) Learn what the political undercurrents are before taking an action. Make decisions at the place where information density is greatest.Īfter winning budget to hire people, hiring well is the most important thing you’ll do.įigure out who has the power, and understand what motivates them.
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Explicit authority should always be used sparingly. Given sufficient soft power, explicit authority often follows. Soft power is always better than hard power or explicit authority. (Disclaimer: written while sitting on the can, while my daughter was banging on the door of the bathroom. (3 months.) Apparently I’m really good at this whole leadership thing.Īny standout tips or words of advice that you've learned along the way?Īt the risk of being a presumptuous twat - who, me? Never! - I'll actually answer this question. All the lessons I learned the hard way as VPEng have turned into natural advantages at the new place. We’ll just position it to coincide with something in July. Speaking of, my promotion to Director was confirmed yesterday. Didn't even get the pay-bump I had been promised year ago when taking on the product owner duties.Ĭue terrible surprise and disappointment when I handed in my resignation notice few weeks ago. Besides we couldn't since the other teams are still using the old infra and we'd really need the other teams to schedule some time to transfer to new infra. And my boss grilling me on the rise of infrastructure costs when we don't have the resources to tear down old infrastructure at the same time we are putting new one up. That was exacerbated by one of our other developers returning from a 4-month paternal leave, taking up Team Lead duties, then being saddled with trying to coach the new hire to something resembling a productive team member while still doing 80% work-days.Īll this while team was in the middle of major architectural overhaul and taking on a new customer to on-board.Īdd in some problems with new tech related to the overhaul as well as needing to coordinate the changes with other teams when our organizational culture isn't really conductive to cross-team cooperation and I was pretty stressed out by May.
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The first half of year was stressful to put it mildly.