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1041 points mertbio | 1 comments | | HN request time: 0.204s | source
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strken ◴[] No.42839357[source]
After being laid off more than once, I think I'd adjust the advice a little:

- You're only obliged to work your contract hours. If you do more then make sure that you, personally, are getting something out of it, whether that's "I look good to my boss" or "I take job satisfaction from this" or just "I get to play with Kotlin". Consider just not working overtime.

- Take initiative, but do so sustainably. Instead of trying to look good for promo, or alternately doing the bare minimum and just scraping by, take on impactful work at a pace that won't burn you out and then leave if it isn't rewarded.

- Keep an ear to the ground. Now you've got a job, you don't need another one, but this is a business relationship just like renting a house or paying for utilities. Be aware of the job market, and consider interviewing for roles that seriously interest you. Don't go crazy and waste the time of every company in your city lest it come back to bite you, but do interview for roles you might actually take.

The last two points are fine, however.

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roenxi ◴[] No.42839395[source]
Indeed. The real discovery in the article is that the people who manage performance and the people who manage headcount were completely different people. The article writer had (common mistake) assumed that impressing the former would take care of the latter. It doesn't; the techniques to manage the headcount people are different.

I wholeheartedly endorse your adjustments - it is fine to go above and beyond but for heavens sake people please think about why beyond some vague competitive urge. Going above and beyond without a plan just means the effort will likely be wasted. Some cynicism should be used. Negotiate explicitly without assuming that the systems at play are fair, reasonable or looking out for you.

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mcherm ◴[] No.42839678[source]
> the techniques to manage the headcount people are different

I would like to hear a little bit more about those techniques.

The only one I am aware of is to make sure that you have promotions under your belt: The arm's-length people who plan layoffs know very little about the individual's other than their job title and rank. But this advice is hardly useful: it is extremely rare for an individual to have a choice of whether to be promoted or something different.

What other techniques are you aware of?

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1. roenxi ◴[] No.42839840[source]
Nothing magic or particularly reliable, but a few things stemming from the basics - layoffs happen because the accountants say there isn't enough money, and [Function X] seems to cost more than [Profit/Opportunity Y] that is assigned to it. Then a bunch of people have no job the next week. So to avoid being picked up in a layoff, it is helpful to talk to the accountants, figure out what Y is and what X you are in, and if the numbers aren't promising work to get re-categorised as a Z, increase Y or negotiate to change how things are measured.

Most product teams are organised around the idea that someone tells them what to build, then they build it. That means they never talk to anyone who cares about profit. Short-circuiting that and being in people's ear about "is this going to secure income?" can be good for everyone.

Is that sort of thing guaranteed to work? No, sometimes the hammer is too big and heavy to divert. But a lot of the time software people show no interest in whether the plans they are signing off on are going to be viewed as leading to more money.

Eg, in the original article I see things like "Occasionally, the VP of Product would message me directly to ask if a feature was feasible to implement". Cool. The VP of product isn't politically aligned [0] to put old mate on profitable features. He is going to potentially put old mate on features that are hard to implement, moonshots or potentially get someone to stop bothering him. So old mate build up a reputation for technical excellence (aka on track to Staff Developer), but not a reputation for being essential to making the accountants happy. Eventually parts of the business that aren't under VP Product's control sack him.

If an accountant thinks you are responsible for 1% of a companies revenue and your salary is less than that, your job is secure. Iron clad. Really have to screw up to get fired. So proactively talking to them and associating with things that push revenue up is a strategy. Negotiate to make it so.

[0] If he's a good VP he will be, but that isn't something that can be assumed.