Every Direction at Once
I've been working on a project for the last year. The goal was to migrate data from one system into another, with my team providing the data layer. We started as two developers and were ahead of schedule.
I've been working on a project for the last year. The goal was to migrate data from one system into another, with my team providing the data layer. We started as two developers and were ahead of schedule.
My director said something offhand on a call recently that stuck with me: promotions codify what's already been happening. By the time someone gets promoted, they've already been doing the work of that next level, and the title is just catching up.
Last month, Yum Brands announced that it's selling Pizza Hut to LongRange Capital, a private equity firm, for $2.7 billion. The deal splits the brand in two - LongRange gets everything outside mainland China for about $1.
I was on a team that put junior developers into the on-call rotation earlier than we should have. The reasoning made sense on paper - they needed to learn the system, and the senior engineers were stretched thin.
I wrote a while back about framing problems with proposed solutions - the idea that "this is broken and here's what I think we could try" lands better than "this is broken" on its own. I still think that's mostly right.
I wrote a while back about learning to say no - pushing back on requests that don't fit the system, setting boundaries when you're stretched thin, getting comfortable with the discomfort of telling someone "this isn't the right call." That post was about building the skill.
A feature request came through on my team while I was pulled into another project. The ask was simple - expand notifications so everyone on a team got them, not just people who had directly interacted with the item.