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Soft Skills Engineering

Author: Jamison Dance and Dave Smith

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It takes more than great code to be a great engineer. Soft Skills Engineering is a weekly advice podcast for software developers about the non-technical stuff that goes into being a great software developer.
342 Episodes
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In this episode, Dave and Jamison answer these questions: I am an American student finishing my undergraduate degree in computer science in the Midwest this semester. I am concerned about the economic climate of the technology industry. I am doing my second internship at a major technology company this summer (Microsoft). After that I will go to graduate school and try to ride out the storm. I have applied nearly a dozen programs including one year and two year masters programs, and even a few PhD programs (MIT plz accept me). My biggest concern is having my offer rescinded. I thought there might be economic turbulence, so last summer I had my return offer place me in the most profitable and highest growth division of the company. How do lay-off decisions get made on the issue of rescinding offers versus laying off people? How can I reduce the risk of the offer getting pulled? I am working on finding another software engineering internship, but it’s extremely difficult to find any open roles. Listener Andre says, I need a gut check here. I have a senior engineer on my team that does not perform well. He keeps procrastinating on tasks that I know wouldn’t take much effort. I think it would be great for the team and the company to substitute this engineer for someone with more passion. One idea I have is to volunteer this person to my director to be laid off. It would be great for the engineer to feed on the potential 3-month severance package. Firing him doesn’t seem like an option because he does the bare minimum for his role. What would you do?
In this episode, Dave and Jamison answer these questions: A listener Daniel asks, How do I handle periods of time where I am just not productive as I used to be? I’m talking about periods of several weeks. For example, when your kids are ill all the time (daycare fun) or you are down because of XYZ. How do you turn not really constructive feedback into useful feedback? I have a difficult time dealing with PR reviews from a specific colleague. They have a way to push my buttons somehow, it’s like even when they are actually right, the way they approach the subject or how nit picky their comments are just make it hard to take the feedback or start a healthy discussion. It prompts me to become confrontational. I know it’s not good to react like this, but I don’t feel comfortable talking directly to them about it to try to smooth things out. I don’t think its personal as I’ve seen this kind of comments on other people’s PRs too. I am aware this might be me being overly sensitive, but its like every time he is the one reviewing my PR I get the feeling of “oh, not this guy again” and need to mentally prepare for his comments. I’d like to find a way to take the core of the feedback that might be useful and kind of ignore the rest that might feel dismissive or opinionated, and I thought you might have some tools for this. The main reason I care about it is that this reflected badly on my latest performance review, as I had stellar feedback in general and the only improvement areas were that I should learn how to deal with mistakes or negative feedback better. I am aware it can be a weak point on me , but I know that a big part of that comment from my manager comes from my interactions with this specific colleague.
In this episode, Dave and Jamison answer these questions: I think the new hire on my team is juggling multiple jobs. On several screen shares, I’ve seen them quickly close IDEs with third party code, browser windows with what look like a third party jira instance, etc. Maybe that’s some open source project, or a jira instance where they’re reporting a bug, but it seems fishy. In the latest instance, this person meant to post a link to the Jira issue they’re working on in our company Slack, but accidentally posted a link to a ticket on some other company’s Jira. I did some digging and this is definitely not a public-facing Jira instance. It’s internal for their employees only. Normally if somebody could do both jobs competently, I’d say good for them and they’ve earned both salaries. However, their performance hasn’t been great. We’re still in the onboarding phase and a lot of missteps could be excused by that, but I’m starting to worry that this person’s goal is to offer only mediocre performance at this job (and probably the other one as well) and we’re unlikely to see expected levels of improvement as they continue to get up to speed. Am I being paranoid? Should I raise my concerns with management or give it more time to shake out? Is there a clever trap I can set to *prove* my suspicions for sure? I recently joined a large software defined telecommunication company, only to be surprised that their internal blind space is very quiet and very few ppl are on blind if any, how do I change this ? how do I get ppl to use blind more? without giving away my blind account. quitting my job is not an option due to the economy
In this episode, Dave and Jamison answer these questions: Listener Mattoosh asks,‌ I’m the last remaining support specialist on a really old, not actively maintained, but still lucrative SAAS product. I’m stuck. As a front end engineer I want to work on other projects within my organisation to gain contemporary framework skills, but nobody can backfill my workload. I know option A is “quit your job” but what other options do I have? ‌ I started my journey as an engineering manager at a startup. Over my stint, the company grew and so did the engineering team. Overall I received good feedback from the engineers but the founders didn’t recognize the value of this role and I felt that I wasn’t getting the required mentorship there to grow further. I ended up quitting. It’s been challenging to find another manager role. I get good feedback from the interviews but haven’t received an offer yet. I still am a good backend engineer but that is not what I want to keep pursuing. Appreciate any thoughts or suggestions on what I should do to bag one of these interviews as I don’t get that feedback from the panel. I don’t miss any of the podcasts and do enjoy the show.
In this episode, Dave and Jamison answer these questions: I am a mid-level engineer with ~5 years of experience (1 year at my current company). My team has recently hired a new principal engineer, and I’m wondering how I can help the principal engineer. There is, as always, some organization-specific context that I am familiar with, and the principal engineer is not. As a mid-level IC, I am not used to being a repository of knowledge for engineers that many roles above me, and have only ever been on a team that hired engineers at my skill level or below. Are there general tips on how to provide help for someone who has much more experience than I do? I have been in the industry for 5.5 years and have had 5 managers. My newest one (call them “S”) has been my manager for 4 months. Our communication is terrible. We do not understand each other and I am usually left feeling like I missed something or I am not interpreting his question correctly. I literally have told him “I am not sure what you want me to say” because that is better than “wtf”. I ended up crying in a meeting because I was so frustrated and confused. I know and trust my team mates. This is only the second time in my career where I just did not get along well with someone. The meeting was supposed to be some feedback for him and me, some career development, and some goals for 2023. It ended up with him giving lots of examples of technical deficiencies, the fact that I am unable to work independently (which is not true, I ask more senior engineers for help), the fact that I give him pushback (no duh why at this point). He even said I was careless because I made some silly copy paste errors in my code (which we all do and is human). [Sidenote: he does not code. He just sometimes asks questions on prs or gives nits.] I do not know what to do. His manager J used to be my manager. Should I talk to J about my issues since he knows both of us well? Do I go to my manager with ways that I would prefer our 1x1s go and how I personally like to get feedback? Do I ask for a new manager? I know he says he wants me to succeed, but nothing in the last 4 months have made me feel like that is true. I am a young woman in engineering, and I have never felt less trusted by a coworker. Especially the fact that I cried makes me feel like I may have lost more credibility to him. What do I do? Please help. I love my team. I just hate my manager.
In this episode, Dave and Jamison answer these questions: Dear Dave and Jamison, I work for a medium sized startup, and our planning process sucks! We used to do quarterly planning, and it seemed like the product managers had no idea what was going on at a higher level. The big focus seems to have changed every quarter that I’ve been here, and the whole planning process is a charade: 75% of the so called ‘road map’ gets thrown away after a few weeks. Normally, this wouldn’t bother me, but I end up spending a lot of time in meetings helping these product managers come up with plausible timelines and making sure that what the business wants to build is actually feasible, and it’s bad for my morale to see so much of my work wasted. The product management team heard some of this feedback from me and others, and started changing to ‘continuous planning’, but now there is even less structure for when they build the big spreadsheet roadmap for the quarter. They bought new tools, and don’t seem to be using them. Should I suck it up and just check out or try and get a license to use the patented soft skills advice and quit my job? Hi Dave and Jamison in no particular order.I have been listening to the podcast for a couple of months now. I have enjoyed every episode and and the advice you give. I am a junior software developer who has been working at a startup 9 months ago. I was offered a remote junior position and accepted even though the company is based in a neighbouring city. This made sense at the time because I would not have to worry about commuting to the office. 3 months ago my manager suggested that I come to the office more often as this would benefit my development and give a me a chance to socialise with my co-workers. We agreed that I go in 3 times a week. Now the past few weeks there has been pressure to start coming to the office full time. I would be fine with this but the problem is that I currently do not own a car and have to rely on public transport to get to work. With public transport it takes almost 4 hours to get to and from work each day (I actually listen to multiple episodes of the podcast on each trip) There is about 40 minutes of walk time included in that because the nearest bus stop is not close to the office. As you can imagine that is physically draining and also affects my work life balance as I spend almost 15 hours of the day either travelling and working. My biggest concern now is that 9 months ago If I was offered this job but as full time on site I would not have even considered it. Do you have any advice with how to refuse going to the office more often without making it seem like I’m opting out of an option that is more beneficial to my career. Thanks in advance.
In this episode, Dave and Jamison answer these questions: Greetings Jamison and Dave, love the show and all your shenanigans! I’m a mid-level dev who has quit my job (TM) a few times. While I feel like I’ve absorbed some good experience from each company I’ve been at, I also feel like my training is not yet complete. At my last company, I hit my ceiling as a dev but I also felt the bar was really low. I had to do a lot of hand holding and fielded a lot of engineer questions that could have easily been Googled and it was really frustrating. But now I’m at a place where I feel everyone else is heads and shoulders above me. The tables have turned! I’m trying to learn as much as I can on my own but I’ve found there are limits to what I can do. I feel like I’m drowning but I’m timid to ask too many questions because I remember how annoying it was to get pinged every 10 minutes at my previous job. What are some tips you have to navigate the murky waters of being a mid-level dev wanting to learn as much as possible to become a seasoned dev without giving off an “intern smell”? Listener Charlie, Nearly all your answers presuppose a software engineer has a good manager and leadership. Why is this?
In this episode, Dave and Jamison answer these questions: Long time question asker, first time listener. I recently started to go back through the original episodes of this podcast where a few episodes were themed were around networking, open source work, and building your personal brand. I just wanted to share my “NETWORK=NETWORTH” story. About a month ago my CEO was terminated by our board of directors, a week after it was announced that we were having layoffs for the vast majority of the company. I had been with this company for around 4 years, a lot of my work had been doing open source projects and interacting with various other companies. Unfortunately I was one of the people who was let go as part of these layoffs. I immediately reached out to various folks in the open source world that I’ve interacted with, seeing if their companies had any openings. Within two weeks I was able to interview and get an offer without a technical interview. Building my “personal brand”, interacting with the open source community had turned a pretty stressful situation into one that was relatively a lot less stressful! Listener Stochastic Beaver asks, I’ve recently joined a big tech company remotely and my team is super AWKWARD. No one says anything non-work-related in team chat. My manager is the only one with a camera on in team-wide meetings. I barely saw anyone’s face. When I try to chitchat about their life during in 1:1s, somehow they don’t feel like interested in talking about themselves so I eventually stopped asking anymore. In meetings, my manager is most vocal person within the team and the other people barely speak. As a result, it’s always feels like my manager’s one man show trying to make a conversation and discussion and throwing a joke and the responses are usually some ‘lol’ in the chat. It’s not that the team members are not engaged to the team. Everyone is very passionate and I usually see their work related messages, code reviews, and emails coming back and forth after the evening, even in weekends. Is this normal that all the people are extremely shy in the same team? I like the work and the problem we’re solving but sometimes I find that the silence in the air is suffocating me and I also want to establish a good relationship with my coworkers. Am I asking too much for them in ‘work’? Thanks for listening.
In this episode, Dave and Jamison answer these questions: I have been at my job for 5 years since I graduated college. I love who I work with and what I do. My question is more about the future. I have a family now and I love my work/life balance and limited meetings as an IC. I used to confidently say “I want to be a manager and eventually a CTO.” Now I am less sure. I would love to help people achieve their goals, but I love coding and do not want to give that up. The thing I love the most outside of coding is bringing engineers together. I am in charge of a monthly meeting for BE engineers to share what they work on. I am good at getting engineers to show up to events. I have hosted other demos and events and potlucks that even the most quiet, introverted engineers show up and have fun. What options are there for engineers who love coding and want to have a bigger person impact, but are not 100% sold on being a people manager? I recently interviewed at a large tech company. I did three interviews at the remote “onsite” and did well in two of them but flunked the system design one. Since I was interviewing for a mid level position, I feel like I missed some things that are inexcusable. I’m a very growth and career oriented person so I’ve been doing my due diligence and have been heavily studying system design concepts since. I haven’t received a response yet but I expect a rejection and I do think it would be fair, given my SD performance. However, if they miraculously come back to me with an offer, I would decline it, because this would mean their hiring bar is low and that’s not the level of colleagues I’d like to work with. I know this sounds very self righteous and so I’d like to hear your thoughts on it, since you guys are always very insightful. Thanks! Show Notes https://thesystemsthinker.com/the-ladder-of-inference/ ‌
In this episode, Dave and Jamison answer these questions: My company recently had a big layoff - about 40% of engineers are gone. My job is safe (for now). About 6 months ago, I was promoted to a “Staff”-ish position that I’ve been really enjoying and looks great on my resume if I hold it for a good length of time. Besides just enjoying my job, I’ve just moved house and I have a baby on the way, so I’m highly motivated to have some stability (and get paid parental leave.) My gut says give it the 9 months to see how it all plays out - but my brain thinks my gut is an idiot. Interviewing while taking care of a newborn for the first time feels like an incredibly difficult thing to do and the job market may not be getting better. Do you have any advice for how to navigate this situation? Big fan of the pod! How should I approach being slightly younger than my peers at the workplace? I graduate in December with my bachelor’s in CS but just turned 18 a couple of months ago. I’m actively interviewing at big tech companies and plan to start working as soon as I graduate. Should I avoid the topic or would it be completely inconsequential for my peers to be aware of my age? I’m looking to move up the ranks quickly, and can imagine many developers wouldn’t love knowing their manager is in their early 20s. For what it’s worth as well, I haven’t been open about being slightly younger in my university setting, as early on I noticed professors didn’t respect my contributions as much when they were aware of my age. What’s your take?
In this episode, Dave and Jamison answer these questions: Listener ninjamonkey says, I am a new grad who is half a year into the role now at a very large company. Recently, a senior engineer on my team asked me to create a ticket for an infra team for a problem with a service. I provided logs and steps to reproduce the issue and did a health check before submitting. Right after, the manager of the team put me into a group chat with their team, asked why I created the ticket and told me to start doing my job and they can’t debug for me. From these interactions and comments on the ticket, it feels the infra team will likely not work on the tickets I report or de-prioritize them. This has left me discouraged and hesitant. I will have to do lots of this kind of infrastructure work in the future. Additionally, one of the goals my manager set for me is to work with more external teams for the upcoming year. What do I do here? Do I tell my manager about these interactions? Do I tell my team lead, staff/seniors to swap out for different kind of story? I work for a small startup. I was the first employee other than the 2 founders. Being the first developer hired, naturally means I have the most knowledge about our application. I also have good organisational skills, which has led to me becoming and being referred to as the “Lead Developer”. I have recruited 2 of the 3 new developers, and have trained both of them and got them up to speed. At first I was pleased with the progression and was keen to grow into the position, and told the founders so. Since then, I have changed my mind, I don’t want to be the lead - due to the following: The communication is absolutely pitiful. Any questions we ask of the founders we get about a 30% reply rate no matter the form of communication. We get poorly defined tasks and requirements The CTO will just blast through some of our features over the weekend and say here I fixed it for you I don’t want to quit my job (just yet… its a comin though). I have actually discussed the above points with them, but I know these 2 founders will never change their ways. How do I tell them I just want to go back to being an Individual Contributor like my Employment contract states?
In this episode, Dave and Jamison answer these questions: Dan asks, Hey friends! How do you get ahead when your manager gives you mixed signals? I was told there would be lots of opportunities to work on exciting new projects when I interviewed for this role. After six months this hasn’t really happened and I’m beginning to get concerned it never will. Half the team is working on ‘new things’ while the rest of us are working on maintenance work. This is meant to be rotated but my colleagues tell me this isn’t the case. I’ve asked my manager in our one on ones if I can work on the next piece of new work but have got some odd responses. They told me if I want to work on better projects I should look in my managers calendar and invite myself to anything that looks good. This seems bizarre. Is it normal to lurk your managers calendar and just turn up at meetings that ‘look good’? I’ve worked at small but mature companies for about 3 years now, and I feel that I’m soon coming to the point where you would expect me to be a senior engineer given my years of experience (which I’m aiming for!). I’ve struggled a lot to come up with ideas to add value to the team outside of the standard sprint tickets. I know these things aren’t “required” in the job scope, but often with teams at smaller companies, I worry my manager might think I’m not ready for a senior role if I’m not actively thinking outside the box about the team’s goals beyond the tickets I’ve been assigned. I do have a lot of initiative and independence, but the thing is I’m just not very creative. As much as I love tech, it’s difficult for me to dream of non-trivial ideas that would actually make an impact. I feel that if I want to progress in my career, I’m going to have to get better at seeing the bigger picture. What tips might you have?
In this episode, Dave and Jamison answer these questions: I’m a few months into my first full time job, and the learning curve is immense. I feel like I’m falling behind and not keeping up with my work, as well as not understanding things that should be simple. I often feel I am wasting time on a lot of work that I do. How do I know if this is just an anxious feeling, or if I am legitimately falling behind? I am currently a staff engineer and have a career goal to move into management. I have been with my current employer for 15+ years and positions to promote into just don’t come up. The tech i work with is not very technical, there is no coding and its incredibly specialized. I have applied and interviewed for manager positions outside of my team/company and i get the same feedback that i am well qualified, but there is someone with previous manager experience that beats me. I see it being forever if not impossible to get a manager position due to people needing to retire etc. If i go to another engineering position i feel like i would need to start over in a junior spot. What other options do i have.
In this episode, Dave and Jamison answer these questions: I’ve joined a team at a small startup and our team lead has mentioned in passing a few times about a developer they used to have but had to let go. Not in a malicious way but just as a matter of fact when it’s come up organically. Now it’s eating at me because I’m not sure if I’ll ever go down that path and I want to know what they did so I can avoid the same fate. I’ve always been a top performer at other companies but now I’m wondering if this would be the one place where standards are higher than what I’m used to. I really like it here and don’t want to lose my spot. Realistically my fear isn’t that I’d get fired in my first six months but more that I would fail to respond to constructive feedback over the course of a year and end up getting let go in the same manner. Do you have any advice? Hello! Long time lurker, first time question server. I am an intermediate software engineer and I work on a team that has a really tenured senior engineer. His attention is often required for a lot of things and the team can sometimes get blocked by him being pulled into many different directions. As someone that is trying to grow into a senior engineer myself, what are some ways to take some of the load off of him and improve the bus factor?
In this episode, Dave and Jamison answer these questions: I have recently joined a team as a fully remote member, with majority of my team mates located in one city and meet in office every week. My manager wants me to work on earn trust and drive consensus, to keep me in track for promotion. Being remote, I am unable to get through my team mates effectively, when compared to my previous work settings where it was all on-site. Any tips for me? Hi Jamison and Dave! I’m a long time listener and I really enjoy the podcast. I have a small question for you two: My coworker recently asked for my opinion on how to write some code and then implemented it a different way. They knew I wasn’t a fan of their implementation and even went out of their way to not get it reviewed by me. Now we’re left with this shared code that stinks. Their code works but it’s clunkier then it should be and it’s bothering me. Should I fix it when they’re on leave and guise it as a refactoring that “needed to be done” or should I leave it alone and try to learn some lesson from this. The other option is to quit my job but other this small hiccup - it’s been going ok here. Show Notes This episode is sponsored by the Compiler podcast, from Red Hat: https://link.chtbl.com/compiler?sid=podcast.softskillsengineering
In this episode, Dave and Jamison answer these questions: ‌About a year ago I joined what it seemed to be the best company ever. It’s a pretty big, pretty successful company which has been fully remote for decades. They have a great work culture where async written communication is the norm. There’s no scrum, no micro management, no crazy and absurd planning/guessing meetings, etc. Of course we also have some pressure to ship product, but nothing out of the ordinary. Salary is good, work life balance is awesome, I like my team a lot and overall people are awesome too, so this sounds like paradise to me. However, on the technical side, this is the worst careless outdated bug-ridden untested unmaintainable inscrutable ide-freezing mindblowing terrible wordpress codebase I’ve ever seen in my life. No linters, no formatters, the repository is so big you can’t even open the entire thing on your editor and you need to open just the folders you’re touching. The development environment is “scp files to a production server taken out of the load balancer”. Zero tests, manual QA by a team mate before merging, outdated tooling, outdated processes, css overriden 10 times because nobody wants to modify any existing rule, security incidents hidden under the rug every now and then and the worst part: any attempt to improve this gets rejected. My team laughed at me when I tried to write an acceptance test in my early days. Months later I can see how ridiculous it looks now I have a better grasp of the technical culture over here. I’m towards the second half of my career. So “learning” and “staying up to date” with the trends is not my priority. I really enjoy this company and love working here until the moment I open my code editor. I’m seriously thinking on starting to look for another job, but I have this feeling that wherever I go the code might be slightly better but the perks will be worse. Now I understand why we have these perks, otherwise nobody would be here I guess. Have you been in this situation, or maybe the opposite one? Not sure what to do at this point. Thanks! My team got a new manager about 6 months ago. While I’ve had managers all across the spectrum of weird quirks in my time as an engineer, this person has one that’s new for me, and I’m not sure how to handle it. He operates in a very top-down fashion, which isn’t unusual. What is unusual, however, is that he will insist that everyone on the team give him feedback on a given issue…and then inevitably just proceed with whatever he had decided beforehand. I take giving feedback very seriously, and spend a lot of time getting my thoughts in order when I’m asked to give input on something. Having someone request that and then immediately throw my input in the proverbial paper shredder is frustrating and a waste of my time, especially since the team and company are growing rapidly and there are a lot of these kinds of decisions that have to be made. How should I approach this? I don’t want to keep spending time and effort on feedback that’s going to be ignored, but I also don’t know a polite corporate-speak equivalent of “please don’t ask my opinion on this when we both know you’ve already made up your mind”.
In this episode, Dave and Jamison answer these questions: ‌ I had a boss once who I was intimidated by. I did not know I was poor performing until I got a performance improvement plan. It was such a bad experience, I still feel anxiety from that day. Instead of pointing out how I can grow from my mistakes, all they did was point out my mistakes and the things I apparently was not able to deliver. And then they proceeded with reading from a pre-written list of steps to take in order to improve, right from the paper and not looking at me. It did not even feel like a two-way conversation. I felt mistreated and disrespected. I’m glad I grew from it though. I wasn’t really the person to quit when it comes to facing tough situations. I ended up staying for another year and getting almost promoted before I quit to move on to a higher paying job. It was a very redeeming process I suppose. I have been at a small startup for 3 years. We are still in startup mode, underpaid and long hours. We have two developer teams: Team A and Team B. Team A slowly quit one by one. Team B is still here, including me. After my team lead resigned I was promoted to team lead. But… one week later someone from management shared with me, I believe by accident, a file with both teams’ salaries. I was shocked, really shocked. My team, Team B, has been paid less than Team A from the beginning even though we deliver more value. Also they didn’t even try to match my salary to the previous team lead. What should I do now? Go and ask for more money? Tell them I know? Talk to the rest of the team? I cannot unsee this. I don’t want to leave because I like the project and want to observe how well our technical decisions work out after several years.
In this episode, Dave and Jamison answer these questions: I’m currently a junior engineer. I often struggle to understand speakers with accents. I became aware of this when I listened to a coworker in a meeting and barely understanding anything, but when I asked my other colleagues, it seems they got it completely. I know how to handle this in relaxed situations, but how do I handle it when the stakes are higher? (i.e. talking to higher levels and not wanting to ask too many questions based on my inability to hear them, interviews, …). How should I prepare to respond to these situations productively? Hey fellas, As a backend dev of 3 YOE, I have what I would describe as average technical skills and much stronger than average soft skills. This has been reflected in my feedback across all of my jobs and while the feedback has always been very positive, almost all of it relates to my interpersonal and communication skills, as opposed to my technical chops. I’m wondering what’s the long term outlook for this is? I frequently receive more accolades and recognition from leadership than my colleagues whose technical skills and code output are objectively far superior to mine, simply because I communicate better and am more charismatic Given management’s favorable view of me, I have been ascending the ranks quicker than is warranted, beating out those that are much more qualified from a technical perspective. While I am able to complete the work that’s asked of me, I can’t help but wonder when I will stall as a dev and no longer be able to meet expectations, nor is it really fair to anyone involved. At this point, I can’t help but feel that I would be able to contribute more in a position that utilize my skillset more favorably, but I’m unsure what roles would be a good fit for someone like myself. Thanks guys!
In this episode, Dave and Jamison answer these questions: I’m planning to leave my job purely because of low compensation. I like my growth in my current company - but low compensation than what market is offering is quite a mental hiccup in my regular work (yep! I’m slowly becoming one of the quiet quitters). I’m thinking of going to my manager with my new offer and ask him to match it. Do retention offers actually work? As mangers yourselves, how would you want me to approach a retention discussion? I don’t want my manager to make my life hell under the pretense of “Oh he’ll leave in a year” if I do decide to stay after taking the matching offer. Love the show - pretty much my single source of wisdom for all my behavioural interviews xD I was recently let go from a company. They said they would send me a shipping label so that I could return the hardware. I didn’t hear back from them for a week. A few days later a label came in for the laptop, but not for the dock or the two monitors they also sent. I did not enjoy my experience there and I’m feeling resentful at having to pester them so that I can get what I need to send them back their hardware. What is my due diligence on the score? I don’t even like the monitors.
In this episode, Dave and Jamison answer these questions: Listener Olexander asks, I was a tech lead on some relatively known project since the beginning for more than a year. I made several trade-offs with technologies and wrong decisions. I participate in some generic Slack organisations and met several users of my product. I haven’t told them that I was connected to implementing the project but sometimes shared some insights on how the product is tested and asked opinions about some of features of the product in comparison to the competitors. Now there is a person who continuously critiques the product. Sometimes the criticism is valid but sometimes is’s just a rant. How can I influence that person without blowing my cover? Listener Kieran asks, Hi guys! Loving the podcast from down under. I’m working part time as a dev while I complete my software engineering degree. It’s been fun, but there are almost no processes in place for development and not many other devs seem to care about improvement. Although I am the most inexperienced here I feel some of the devs do not care about the quality of the work as I often have to refactor some of their code due to it being buggy, slow and undocumented (still using var in javascript). I’ve talked to management about improving our standards. However, they brushed me off saying yeah some of the developers are stubborn. They are not brushing me off because I lack technicality as Ive been given an end user app as a solo project. How should I go about encouraging the team to improve our processes?
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Comments (14)

Khigha Ubisi

I'm a tech Noob, looking to immerse myself in the field. This podcast is a perfect reprieve from a lot of the super technical stuff that can alienate and fly over my head at times. You guys have great chemistry. I enjoyed this! 😁

Oct 3rd
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FizzixGeke

7:00 "Why are you so freaking quiet all the time?!"..."YOU'RE JUST SO SHY!" Thanks for the belly laugh.

Jan 9th
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FizzixGeke

Code Decathlon (regarding sport with high scores)

Jan 3rd
Reply

FizzixGeke

7:05 "It sounds like you're doing production-quality work already" I nearly drove off the road I laughed so hard!

Sep 2nd
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hugo

😂

Mar 22nd
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FizzixGeke

"Screw you and then eat some Tide pods." LOL

Oct 28th
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Rj Douglas

Love it <3

May 5th
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Chaya

please don't laugh into the microphone. 🙁

Jan 28th
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Sonny Darvishzadeh

obnoxiously loud giggles.. urghh

Oct 11th
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Sonny Darvishzadeh

those laughter and giggles man.. you need a better post production

Sep 17th
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Aaron Deadman

Highly recommended, the hosts have a great dynamic and there is a lot of warmth and humour as well as wisdom in these weekly shows. Worth a listen on the way to the office!

Feb 4th
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Kirill Krasheninnikov

This is a unique podcast, very interesting and fun

Dec 24th
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Marko Amott Dimebag

It is not good...it is amazing! I tend to smile on the road when listening

Dec 10th
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Raghuram Karra

It actually a good Podcast

May 4th
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