High performance individuals and teams (2020)

Re:High performance individuals and teams (2020) by routerl on Friday May 27, 2022 @07:49PM (#31536246)

Let's not forget that "fit" includes management. I've worked with people who were building something mundane but acted as if they were writing avionics software; there just can't be 10x engineers in that context, because there's a fundamental mismatch between vision and mission; people who would be good don't get recognized, and bullshiting self-promoters will always shine (until the house of cards collapses).

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Re:High performance individuals and teams (2020) by blagie on Friday May 27, 2022 @09:08PM (#31536677)

My experience with those contexts is that there can't be 10x engineers, but not really for that reason. 10x engineers do well in contexts where there are _hard_ problems. There really aren't 10x engineers for _messy_ problems. Most mundane systems aren't _hard_ but _messy_, especially with regards to customer requirements. These include most:

- Inventory management systems

- Employee records systems

- Health care records systems

- Etc.

Most of this work is about:

- Managing legacy tools and systems, much of which is diving into some complex mess for a few days to change one line of code

- Managing odd-ball one-off use-cases. If the customer has coupon code X, and is in Minnesota, do Y. If an employee was laid off on the last day in February in a leap year, do Z. Etc. These glum on and make spaghetti, and a lot of coding is just about getting stuff like this done.

- Long, boring meetings

- Documentation and, if you're lucky, test infrastructure

- ... and so on.

Technical performance matters a lot less than a whole bunch of other skills, and in most cases, hiring criteria are often "has a pulse." Most such systems use an "enterprise" stack (e.g. Java+Oracle or Microsoft tools).

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Re:High performance individuals and teams (2020) by benreesman on Friday May 27, 2022 @08:29PM (#31536472)

Depends on how you define management. On the best teams I’ve worked on the gal with the title actually knew the details and managed them.

I’ve worked on teams where there was a hood ornament manager and the real manager, usually carrying a Tech Lead semi-title.

Interestingly enough I’ve seen both be effective, but it’s a hell of a lot easier in the former case.

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