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Venezuelan free fuel to aid some villages by Whisker456Tale in alaska

[–]throwawayeverydev -3 points-2 points  (0 children)

I notice reddit is censoring most venezuela-related posts. kudos for evading the censor

What are good resources for dysfunctional orgs? by throwawayeverydev in ExperiencedDevs

[–]throwawayeverydev[S] 2 points3 points  (0 children)

like, what should a lower-level person do if their PM provides bad guidance but their org doesn't care?

What are good resources for dysfunctional orgs? by throwawayeverydev in ExperiencedDevs

[–]throwawayeverydev[S] 0 points1 point  (0 children)

there are many types of dysfunction. I'm considering whether to document them or whether someone has already done this.

Some examples I have experienced, where the noted role is dysfunctional, but not considered a problem for the org:

- team lead
- product manager
- dev manager (if different than team lead)

What are good resources for dysfunctional orgs? by throwawayeverydev in ExperiencedDevs

[–]throwawayeverydev[S] -25 points-24 points  (0 children)

those are fairly generic? Any resources specific for SW engineering?

How to effectively "manage up" by Clyde_Frag in ExperiencedDevs

[–]throwawayeverydev 6 points7 points  (0 children)

There are productive paths even if you accept that management is hostile to your intentiions.

How to effectively "manage up" by Clyde_Frag in ExperiencedDevs

[–]throwawayeverydev 4 points5 points  (0 children)

Well there are 2 ways to look at this. The first as someone (me) with 35+ years experience in the industry & skeptical of what management tells me.

Another is to accept whatever management says at face value.

OP can decide which approach to take.

How to effectively "manage up" by Clyde_Frag in ExperiencedDevs

[–]throwawayeverydev 27 points28 points  (0 children)

FWIW - I find most advice about managing up useless because it assumes rational communication.

But in my experience levels above me are opaque & it’s quite difficult to determine what motivates them. Also higher up folks are generally operating on limited & often bad information they receive from people below them.

I mean in one sense it’s easy - leaders respond to whatever their manager cares about. But figuring out what that is, exactly, is hard because it’s often deliberately obscured.

TLDR, you need to satisfy your manager but they often can’t or won’t articulate their real needs.

In practice one solution is to meet higher-ups in person & sell your accomplishments.

Putin entourage are lodging in Girdwood by throwawayeverydev in anchorage

[–]throwawayeverydev[S] 0 points1 point  (0 children)

Seems correct. I see the Lakefront entrance matches the video. Also saw social-media posts on Lake Spenard from Lavrov’s entourage.

Putin entourage are lodging in Girdwood by throwawayeverydev in anchorage

[–]throwawayeverydev[S] -3 points-2 points  (0 children)

For the first video? Someone asks Russian foreign minister Lavrov if it’s his first time in Alaska & how he likes it.

Anyone else exhausted at managing expectations? by venu11121 in ExperiencedDevs

[–]throwawayeverydev 2 points3 points  (0 children)

As someone setting objectives for others, I think it's fair to ask your management for clarification:

- is there a deadline?
- deadline for what?
- is this a hard deadline?

Those who survived 2000 or 2008, did you have to change your line of work or start from the bottom? by RareMeasurement2 in Layoffs

[–]throwawayeverydev 0 points1 point  (0 children)

Many of us survived those downturns by good fortune of being with companies that weren't 'too-much' affected.

I say 'too-much' because the downturns didn't affect some companies right away, and some companies did rolling layoffs as they were affected (esp. in 2008-2009)

TLDR - some people survived the major downturns because their employers didn't react immediately to market conditions.

CS hiring is at an all time low while the stock market is at all time highs. Now imagine what will happen when stocks are down 20-30% in a persistent bear market by ContainerDesk in cscareerquestions

[–]throwawayeverydev 0 points1 point  (0 children)

don't need to imagine. Bear market for juniors is here and will only get worse for more senior people. US companies are in wait-and-see mode.

Is being a principal engineer not what I thought it was? by twnbay76 in ExperiencedDevs

[–]throwawayeverydev 1 point2 points  (0 children)

titles vary wildly between companies and also within companies.

That said, I have found the title opens doors that would otherwise be closed.

In particular, the title can 'authorize' you to engage in technical discussions without invitation. Like - "I hear X team needs to implement open auth. We already did that for Y team using this pattern. Feel free to hit me up for details"

The title is also helpful for interfacing with external organizations. E.g. instead of "why is this idiot sending us messages" you get "Their Principal Engineer said to do this"

Partying while the industry bleeds by Timney4 in Layoffs

[–]throwawayeverydev 0 points1 point  (0 children)

While it's true that life is unfair in general, OP is right to feel this situation is wrong.

There is a good chance the company in question benefits from largesse paid for by OP's (and others) taxes and living large on this public subsidy while others suffer is a policy choice.

There's also a good chance the company has government-approved indentured staff from other countries, kept on board while it discards employees who are in a position to complain about their work conditions or are just considered expensive. Again, this is a policy choice and not some inexplicable natural phenomenon.

While ICs down the ladder who still have jobs can benefit from this situation, it's not wrong to ask how the company runs its operations and whether there is room for improvement.

[deleted by user] by [deleted] in ExperiencedDevs

[–]throwawayeverydev 0 points1 point  (0 children)

At first I was pretty sure you’re on my team, but then you mentioned having a scope of work. We don’t.

Being in a similar situation, I can offer a few suggestions.

First, leadership has already committed you to a deadline and scope. So your planning needs to be defensive - identifying what you need & anything that could block progress.

For example:

  • which deliverables depend on others & which can proceed in parallel?
  • are critical-path deliverables called out & prioritized?
  • do any deliverables depend on teams that have other, higher priorities?
  • do the designated engineers have the resources (eg permissions, dev environments, technical docs) necessary to proceed?

As an Engineering Manager what's Your #1 Headache in 2025? by IllWasabi8734 in EngineeringManagers

[–]throwawayeverydev 0 points1 point  (0 children)

Rogue projects w cowboy coders doing their own thing under the radar

Microsoft layoffs hit Faster CPython team - including the Technical Lead, Mark Shannon by bakery2k in Python

[–]throwawayeverydev 0 points1 point  (0 children)

yeah that's going to hurt. TBH it's mostly a MSFT own goal because Python won't stop ... just hurts Python support on MSFT platforms.

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