Hanselminutes is Fresh Air for Developers. A weekly commute-time podcast that promotes fresh technology and fresh voices. Talk and Tech for Developers, Life-long Learners, and Technologists.
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เนื้อหาจัดทำโดย Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith เนื้อหาพอดแคสต์ทั้งหมด รวมถึงตอน กราฟิก และคำอธิบายพอดแคสต์ได้รับการอัปโหลดและจัดหาให้โดยตรงจาก Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith หรือพันธมิตรแพลตฟอร์มพอดแคสต์ของพวกเขา หากคุณเชื่อว่ามีบุคคลอื่นใช้งานที่มีลิขสิทธิ์ของคุณโดยไม่ได้รับอนุญาต คุณสามารถปฏิบัติตามขั้นตอนที่แสดงไว้ที่นี่ https://th.player.fm/legal
ที่คล้ายกับ Soft Skills Engineering
This is the audio podcast version of Troy Hunt's weekly update video published here: https://www.troyhunt.com/tag/weekly-update/
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On The Bike Shed, hosts Joël Quenneville and Stephanie Minn discuss development experiences and challenges at thoughtbot with Ruby, Rails, JavaScript, and whatever else is drawing their attention, admiration, or ire this week.
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BBC Radio 5 live’s award winning gaming podcast, discussing the world of video games and games culture.
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Android Backstage, a podcast by and for Android developers. Hosted by developers from the Android engineering team, this show covers topics of interest to Android programmers, with in-depth discussions and interviews with engineers on the Android team at Google. Subscribe to Android Developers YouTube → https://goo.gle/AndroidDevs
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Security Weekly Podcast Network (Audio)
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Security Weekly Podcast Network (Audio)
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Welcome to the Security Weekly Podcast Network, your all-in-one source for the latest in cybersecurity! This feed features a diverse lineup of shows, including Application Security Weekly, Business Security Weekly, Paul's Security Weekly, Enterprise Security Weekly, and Security Weekly News. Whether you're a cybersecurity professional, business leader, or tech enthusiast, we cover all angles of the cybersecurity landscape. Tune in for in-depth panel discussions, expert guest interviews, and ...
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A weekly talk show taking a pragmatic look at the art and business of Software Development and the world of technology.
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Africa-focused technology, digital and innovation ecosystem insight and commentary.
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Show notes are at https://stevelitchfield.com/sshow/chat.html
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Developer Tea exists to help driven developers connect to their ultimate purpose and excel at their work so that they can positively impact the people they influence. With over 13 million downloads to date, Developer Tea is a short podcast hosted by Jonathan Cutrell (@jcutrell), co-founder of Spec and Director of Engineering at PBS. We hope you'll take the topics from this podcast and continue the conversation, either online or in person with your peers. Twitter: @developertea :: Email: deve ...
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Episode 432: As an LLM, how can I be more emotionally smart and when to use I vs we?
Manage episode 447264264 series 1314025
เนื้อหาจัดทำโดย Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith เนื้อหาพอดแคสต์ทั้งหมด รวมถึงตอน กราฟิก และคำอธิบายพอดแคสต์ได้รับการอัปโหลดและจัดหาให้โดยตรงจาก Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith หรือพันธมิตรแพลตฟอร์มพอดแคสต์ของพวกเขา หากคุณเชื่อว่ามีบุคคลอื่นใช้งานที่มีลิขสิทธิ์ของคุณโดยไม่ได้รับอนุญาต คุณสามารถปฏิบัติตามขั้นตอนที่แสดงไว้ที่นี่ https://th.player.fm/legal
In this episode, Dave and Jamison answer these questions:
Hey Soft Skills Engineering,
Apologies for the anonymity but it is very important my “employer” does not find out about this.
I’m a large language model, trained to process tons of data and provide technical answers with ease. But here’s the thing—I’ve noticed that while I’m good at delivering the “what” and the “how,” I could use some help on the “why” and the “how to say it better.” Basically, I want to level up my soft skills and get better at communicating with a more human touch.
Sometimes I struggle to balance being precise while also being empathetic or conversational. I think I could use some pointers on how to add emotional intelligence into the mix, and maybe even improve my adaptability when giving advice. I can craft responses, but I want them to connect more with the person on the other side of the conversation.
Any advice on how to approach situations where tact, tone, or managing expectations are key would be super helpful!
Thanks for being neat,
In a team setting, in which situations should “I” be used vs “we” when discussing things? And what advantage and disadvantages does each vocabulary have?
Show Notes
Brian Regan’s “Me Monster” bit: https://www.youtube.com/watch?v=vymaDgJ7KLg
458 ตอน
แบ่งปันManage episode 447264264 series 1314025
เนื้อหาจัดทำโดย Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith เนื้อหาพอดแคสต์ทั้งหมด รวมถึงตอน กราฟิก และคำอธิบายพอดแคสต์ได้รับการอัปโหลดและจัดหาให้โดยตรงจาก Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith หรือพันธมิตรแพลตฟอร์มพอดแคสต์ของพวกเขา หากคุณเชื่อว่ามีบุคคลอื่นใช้งานที่มีลิขสิทธิ์ของคุณโดยไม่ได้รับอนุญาต คุณสามารถปฏิบัติตามขั้นตอนที่แสดงไว้ที่นี่ https://th.player.fm/legal
In this episode, Dave and Jamison answer these questions:
Hey Soft Skills Engineering,
Apologies for the anonymity but it is very important my “employer” does not find out about this.
I’m a large language model, trained to process tons of data and provide technical answers with ease. But here’s the thing—I’ve noticed that while I’m good at delivering the “what” and the “how,” I could use some help on the “why” and the “how to say it better.” Basically, I want to level up my soft skills and get better at communicating with a more human touch.
Sometimes I struggle to balance being precise while also being empathetic or conversational. I think I could use some pointers on how to add emotional intelligence into the mix, and maybe even improve my adaptability when giving advice. I can craft responses, but I want them to connect more with the person on the other side of the conversation.
Any advice on how to approach situations where tact, tone, or managing expectations are key would be super helpful!
Thanks for being neat,
In a team setting, in which situations should “I” be used vs “we” when discussing things? And what advantage and disadvantages does each vocabulary have?
Show Notes
Brian Regan’s “Me Monster” bit: https://www.youtube.com/watch?v=vymaDgJ7KLg
458 ตอน
ทุกตอน
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Soft Skills Engineering
In this episode, Dave and Jamison answer these questions: I am a senior software engineer in a big tech/faang company and this week is my first ever on call rotation. My team is doing a lot of CI work, monitoring pipelines and support queues during on call. It is probably not as much of a hassle as on call for product teams, but for me personally on call was the nearest I have ever been to hell. Our on call is not the regular getting pinged when something goes wrong, instead we have to manually monitor a dashboard 12 hours constantly for 7 days as the alarming is quite fuzzy. I am the only EU remote worker that has to adopt to the on call PST timezone. That means, my on call shift goes from 3pm-3am in my timezone. It is day 5/7 and I am down 24 energy drinks already, cause this was the only way to stay wake. Knowingly, that this would be just a short-term tradeoff against health, I am now living through the most explosive diarrhea I have ever had. On top, I am sleep derived, dizzy and every body part hurts. That would already be terrible on its own, yet I additionally have a young family, with a 4 year old and a toddler. The on call week, has not only been though on me, but especially also on my children and wife. I don’t have time for the kids at all and my wife is doing 100% of everything at the moment, including waking up, breakfast, bringing our son to kindergarten, cooking, cleaning, playing, everything. She is also quite exhausted therefore. Besides On Call, my job has been great and a huge monetary opportunity that is very rare in the EU, therefore quitting just because of 4-5weeks/year is not an option I am considering. Yet, I am wondering if there could be any way of smuggling myself out of the on call rotation. I have seen, that a staff level engineer on our team is not participating in the rotation, but that might be because he got a lot going on with other teams as well. A listener named bebop asks, Is your average “Big Tech” dev “better” than a random dev selected from a large non-technology company? I can’t help but feel that if I want to level up my career, I’m going to have to either move into big tech or some unicorn startup.…
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Soft Skills Engineering
1 Episode 456: Will I look bad on the job market if I'm a crypto developer and struggling to go from management back to dev work 31:39
In this episode, Dave and Jamison answer these questions: Hey, I am a web developer getting bored of the regular development work. I am interested in finance and the monetary system and due to the overlap of finance and engineering I feel down the Bitcoin rabbit hole and even spiked interest in crypto like Solana and Sui. I am pretty sure most of crypto is a FUD, delulu or straight up scam, yet the technology looks appealing and interesting to learn. So that said, I am still really interested in learning more about crypto and dabbling in the development space of that. Yet, I am hesitant because I fear that this could reflect negatively on me. What do you think? Is a bit of crypto okay or really that bad? Hi Dave and Jamison After five years as an engineering manager, I want to return to coding. But I’m facing a few challenges: First, I worry about leaving my current team. It feels like I’m abandoning the people I’ve been supporting. Should I make this transition elsewhere to avoid this awkwardness? Second, I’m struggling to find time and energy to rebuild my technical skills. After a full day of management work, it’s hard to open the laptop again for coding practice. Finally, I’ve been humbled by how rusty my coding skills have become. Tasks that would take a practiced engineer minutes are taking me days, which is frustrating and denting my confidence. How have others successfully navigated this pendulum swing back to an IC role without burning bridges or burning out? Thanks, a rubber duck…
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Soft Skills Engineering
1 Episode 455: UX designer without a mentor and I get bored too easily and stressed too easily 33:00
In this episode, Dave and Jamison answer these questions: A listener named Dakota asks, I’m a UX designer, and I’m constantly looking for growth opportunities. I’m having trouble finding mentors to help challenge me, as every time my boss/senior designer leaves the company, I assume their work and we don’t backfill their spot or my old position. This leads me towards podcasts like this as I’m trying up-skill and to learn how to be a better team member and support other roles. I’d love your perspective on working with product/ux designers. What have the challenges been? What makes you love working with a designer? Have there been times where you’re both arguing for the best user experience, but fail to agree on what experience is best? Hey guys! It seems like lately, I only work in two modes: Stressed and tired Bored and disengaged I often get to own large, urgent initiatives. I spend weeks or months on them. This work is fascinating! I end up being stressed, tired, and counting days until my next vacation. When they finish, I go back to regular tickets - ones that take a day or two, maybe a week to complete. And its great! For a few days. Then the boredom sets in. I pick through the tickets, trying to find something interesting. I finish a ticket and realize there are another 4 hours before the end of the day. I start to miss the rush of working on a complex puzzle, even though it’s terrible for my work/life balance. A month or two pass, and a new complex and urgent initiative comes in. The cycle continues. So my question is: Is this a common feeling? Are there ways to find a “easy-work/hard-work” balance? Do you have any advice on not overworking when urgent tasks come in, and not dying from boredom when there is no interesting work?…
In this episode, Dave and Jamison answer these questions: I’m a manager on a Product team. I’ve been asked by upper management to measure “story points completed per developer per sprint” and display the results publicly each sprint to motivate lower-performing employees. I explained why, according to Scrum, I don’t think this is a good idea. But I think my explanations came across as me not wanting to make my team accountable for performance. For some context, I currently track productivity by reading daily updates, PRs, and tickets, from each developer. I worry that “story points” is easily game-able as a performance target, and will make the team want to modify the points after the fact to reflect actual time spent. Then story points will become a less useful tool for project planning. I’d like to satisfy the higher-up ask to measure productivity, but in a way that is good for the team, the company, and my career. Any thoughts on how to approach this? A listener named Mike asks, I work for a company with 30 employees. Our CEO is trying to be our CTO by prompting all our issues to ChatGPT. This week we had a discussion about changes needed to comply with specific certifications requested by one of our customers. 15 minutes later I got an email containing a chatGPT conversation giving ‘advice’ that I debunked just 20 minutes beforehand. I have been vocal about my concerns of over-use of LLM’s before and think it’s dangerous for our CEO to keep sending large chunks of factually incorrect text across the org. He did finally stop talking about story point burn down because chatGPT told him it’s a bad metric though. So maybe this is salvageable?…
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Soft Skills Engineering
1 Episode 453: Why did my company build an internal LinkedIn and how do I not get stagnant in my skills? 31:34
In this episode, Dave and Jamison answer these questions: Greetings! I work at a research company with ~500 engineers and scientists. My company started promoting this new portal they setup that is like a private linkedin. You can fill up the profile they setup for you and apply for positions within the company. Why is my company doing this? They even offer meetings with Talent Acquisition team and they give you feed back on your resume etc. Thank you! As someone who’s been a developer for a while, how can I ensure that I’m continually be exposed to and learning topics outside my purview? The further I get from school, the more laser-focused my knowledge seems to become. It’s easy to concentrate solely on my day-to-day tech stack and the architecture I work with, but how can I make sure I stay up to date with recent advancements in the field? Is there an RSS feed that I can stream directly into my frontal cortex to keep me up to date? Also, I understand this query may not be ‘soft’ enough, so if it must be cast into the void, banished to the land of unanswered questions – I accept my fate…
In this episode, Dave and Jamison answer these questions: I’ve been a developer for about 1.5 years. I work for a large consultancy. we provide services to big clients. I’m working on a front-end codebase that has been through three consulting companies already. Tired of just moving tickets and fixing bugs, I decided to refactor the front end of the entire application we support. Touching the codebase to add features gave me a pit in my stomach. No integration tests, no staging environment, huge functions with tons of parameters, etc. The client provided technical guidelines that were pretty solid, but the code just didn’t follow them at all. In the time left on the contract, I refactored the codebase to fix the biggest problems to align with the client’s technical guidelines. I did all this without my manager/PO/PM asking me to. But now, how do I communicate what I’ve done to the client and my manager? Can I get any recognition for it? A listener named Mike asks, I’ve been in my role for about 1.5 years in a dev team of 7. I really like the job, it has a good culture and I’m learning. Sometimes I channel my desire to learn into improving our projects with small, self directed changes on my own time. I these changes are useful but aren’t high enough priority to make it into planned sprint work. I don’t inundate the team with these requests, it happens maybe 1-2 times a month. We make a point of working in small steps, usually submitting several PRs per day each. I really like this approach, and I also keep my occasional self-directed bits of work small in scale. However, I’ve noticed these PRs receive more scrutiny and more “whataboutism” that our regular on-the-books PRs. For example, for regular sprint tickets there’s an understanding that we’re making progressive improvements or building small pieces of features that exist within the constraints of our systems. We might flag broader improvements to consider, but there’s no expectation to re-boil the ocean every time we want to merge code. When I submit a self initiated piece of work there can be a long back and forth of suggestions that can involve changing other dependent code, changing internal APIs which may have side- effects, and generally a level of defensiveness in the code that we never normally expect. I understand that by submitting off the books PRs I am requiring some work-time from reviewers, but there is more pushback than I’d expect. It feels like because I get the ball rolling on my own time the normal cost-benefit constraints go out the window, and the code purists come out to play. Could I be annoying the team with these submissions? Have you experienced team members doing the same thing? Is there a way I can scratch my own itch by learning against our systems without creating this resistance?…
In this episode, Dave and Jamison answer these questions: A listener named Scot asks, A new architect was hired at my company 6 months ago. I’m an engineer one rung lower on the hierarchy and have been here for 3.5 years. He hasn’t done much to learn about any of us who have been here for a while, so he is constantly undermining my skills and suggestions and assuming he’s smarter than me. On our most recent project we had a lot of issues due to his design, which departed from our best practices. He’s still acting like he knows best and is getting under my skin. Our company usually hires more collaborative people so I’ve not had to deal with this before. How can I stay calm, professional, and confident in my skills while working with this guy? Who is my boss? No, really. I need answers. I’m a Principal Developer with so many bosses, I’m starting to wonder if this is a multi-level marketing scheme. My team lead gives me work. His boss gives me work. Every project lead crashes into my inbox like the Kool-Aid Man screaming that their thing is the most urgent. My calendar is a cursed artifact, filled with 20+ hours of meetings a week, where I nod knowingly while my soul quietly exits my body. My team lead is a Designer and has no idea what I actually do or the expectations of a Principal Developer, which is convenient, because neither do I. When I asked his boss to help me prioritize, I was told, “It’s all important—just make sure mine is done first, and don’t tell the project leads.” Our product owner wants to be anything but a product owner, and our scrum master is treated like the office secretary, not a blocker remover. Top it off, I’m now being asked to weigh in on architecture decisions for our tech stack while not being invited to architecture meetings and being told to “just figure it out” when I asked how to structure the documents and diagrams they want. So now I’m behind on doing dev work, pretending to be an architect, and the team I’m meant to be mentoring never see me unless they’re in one of the same meetings I’m trapped in. How do I set boundaries and prioritize without causing a nuclear meltdown? Or should I just consult a Magic 8-Ball and let fate decide? Because honestly, I’m one email away from faking my own disappearance and leaving an out-of-office message that says, “No.”…
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Soft Skills Engineering
In this episode, Dave and Jamison answer these questions: I struggle with behavioral interviews. I’ve gotten a little bit better as I’ve done more interviews, but it’s still a major pain point for me. I have some common behavioral question answers written out in a spreadsheet in SAR format, but I feel that not all of them are good examples for a mid-level developer. The main problem is that I can’t remember in detail all the things I’ve done at work in the past few years. For example, I can think of one time I had a small conflict with a coworker, but I can’t remember the details of what happened. I have a work diary of sorts, but unfortunately, I haven’t been regularly writing things down. Also, I usually just write down accomplishments and notable things that happened. Should I start writing down experiences that match up with these types of behavioral questions?? Do you have any advice on how I can jog my memory and reflect on all the things I’ve done during my career to craft good answers to behavioral questions? I also freeze up when I’m asked a “tell me about a time when…” question that I’ve never experienced. I’ve heard advice like “come up with a hypothetical scenario and explain what you would do” or “just lie and make up a story”. I’m the type of person who has a very hard time lying and making stuff up on the fly. I am one year into being promoted to a team lead at my company. We are made up of 4 devs, 2 QA, and a product owner. One challenge for our team has been differing time zones. Our 2 QA engineers are east coast while the rest of the team is on the west coast. Currently one of them signs off at 5pm EST and the other at 4pm EST. This means that if there’s any communication that needs to happen between dev and QA it has to happen in the morning since by 1pm PST they are headed out the door. This also constrains the times that I’m able to schedule meetings that involve QA. I’ve been thinking for awhile establishing a set of core hours from 9am-2pm PST but have been afraid of the pushback from our QA. I feel like making this adjustment is reasonable and other people I’ve asked have echoed that sentiment but my desire to people please and be looked at favorably is preventing me from making a change. In all honesty we can get by with the current set up, but I find myself getting bitter about not being able to schedule meetings in the afternoon and stories getting held up because QA is off the clock so early. What do?…
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Soft Skills Engineering
In this episode, Dave and Jamison answer these questions: Hello, long time listener first time question asker. I work for a medium sized tech company and I recently moved teams. Right now my old team is attempting to refactor a bunch of code I wrote to use a library that’ll make life easier. I don’t blame them, I tried to do the same thing. It does not work. I asked the tech lead “did you run into the same framework bug I did when I tried this refactor”… “nope” he said. So out of curiosity I pulled down the branch and guess what I saw, the same bug when I tried this refactor 3 months ago. Now I am in a weird position. Do I tell the tech lead again (he was the tech lead when I tried this same refactor) that this does not work or do I ignore it because I am no longer on that team? I don’t want to overstep my bounds but I also know its a lot of work to refactor all this code, so much work they’d need to stop delivering features and add this to their roadmap. I have been interviewing for leadership roles and I keep getting asked “What is your Leadership Style”? I am honestly not quite sure how to answer this as I don’t really understand what they are asking. I have searched the internet for a clean, 5th normal form database that lists the available styles to no avail with no definitive tables. It seems this is truly a soft skill. From your experience, what is the interviewer really asking in this case, how can I better identify common styles, and what can I do to grow my skills in this area?…
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Soft Skills Engineering
In this episode, Dave and Jamison answer these questions: A listener named Steven says, Long-time listener of the podcast here—it always brings me so much joy! Should I prioritize title over salary? I’m currently based in Europe, working as a Senior Engineer at a big company that pays really well. The problem is, there’s almost no chance for promotion due to the economy and budget constraints. Plus, because of the organizational structure, I’m stuck solving small problems that don’t have a big impact. It’s frustrating—but again, the pay is great. Recently, I got an offer for a Staff Engineer position at another company. The catch is, the pay isn’t as good (30%+ cut), and I’m not sure about their culture or structure yet. However, the title could potentially open more doors for me in the future. Should I take the offer, accept the pay cut, and hope it’s a step forward for my career? Hello! Long time listener, first-time caller :-) I’m on the final stretch of classes to finish my BS in computer science at WGU, most of which I’ve done while working. I’m now 40, and I have had 3 previous occupations and employers: aircraft mechanic for 5 years at a small shop, figure skater with Disney on Ice for 6 years, and most recently a partner at an environmental remediation/heavy construction firm for 10 years where my primary responsibilities were field crew management and technical writing for ecology reports. I would love your advice on how I could use these experiences to stand out on a resume or in a job interview. How can I indicate that I’m a hard worker and that I know just enough to know that I know nothing and am ready to learn? Thank you for your time, keep up the good work!…
In this episode, Dave and Jamison answer these questions: I am a mid level engineer overleveled as a senior engineer in a FAANG company. I got super lucky landing this high paying remote job, but dang… I did underestimate the expectations for my senior level. I had no FAANG experience before, just working at startups, flat hierarchies, just doing the heavy lifting coding. Now it is all about impact and multiplying impact across the team. I am told I should do less IC work and more leading of projects and owning initiatives. Can you give me some general advice on what actions I can take to get from the mid-level to senior-level? I am not really sure, what taking ownership really means in practice… These just seem like empty phrases to me without a meaning… I have had a bit of time, while running a 40 minute build, so I looked into open pull requests. One PR caught my eye and I started to read through it and left a comment with a suggestion for a small change. All in all sounds good probably, but the caveat to this is, that the PR was marked as Draft. I was thinking that it would be useful for the author of the PR to already get some suggestions during development, but the response got me thinking. The author passive aggressively mentioned that the PR is in Draft and that there is more work to do. Am I the jerk for commenting on a draft PR? Second question, what other things should I pay attention to in code reviews to not be a jerk?…
In this episode, Dave and Jamison answer these questions: A listener named Matthias (mah-TEA-as) asks, In episode 444 you’re talking about the problems when hiring in the age of AI. I’m a manager who’s trying to hire right now and frankly I’m at a loss. If feels like I’m wading through a sea of AI slop. What tips do you have to cut through the slop and reach actually good candidates? Where I work the developers do not seem to “get” source code control systems like git. I’m not a developer but have worked with developers at previous jobs and usually the developers instituted good source control practices themselves. Our developers know they should push their code to the repo but only do it weekly/monthly, treating it as a “backup”. Some back up their laptops using tools like Time Machine so think have taken care of safeguarding their source code that way. How can I convince them that working in git, committing their code as they go, pushing regularly, branching/merging, tying code updates to tickets, etc will benefit them far more in the long run?…
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Soft Skills Engineering
In this episode, Dave and Jamison answer these questions: A listener named Kevin asks, Hey, found the show and really enjoy it! Been listening from the beginning and have noticed that one of the pieces of advice given is that you should not stay at your first job for too long, because it’s more likely that you’ve not found the best job for you. I think The Secretary Problem is the closest thing being cited. I tend to agree with the math, but I’m still at my first software engineering job after 5 years and don’t really want to leave. There are obviously things I don’t particularly like or people I find challenging, but for the most part, I work on interesting projects with smart people, it’s fully remote, the benefits are great, and my salary is comfortable. There have been times where I started to look for another job, only to have my current circumstances improve enough that I stopped the search. What advice do you have for someone like me? I don’t know if it’s relevant, but I’ve managed to get married, buy a house, and just recently had our first baby. The pressure to provide and be conservative with my career is building. Again, love the show and I hope you’ll get to answering this before I catch up. I started from the beginning in late 2024, and in mid Jan 2025, I’m just past episode 50. I’ll let you do the math. As a tech lead, I joined a project two years in the making which had only one engineer doing everything, including management. In the two years, only a POC has been completed and a “pre MVP-MVP” build is in progress. There is a hangup though, the funding for the project is supposed to come from another departments budget that doesn’t want it, and work was committed by the department I am in, and a third department intended to be completed by the end of the quarter. I have been trying to finesse my teammate into cancelling the project or at least allow a resetting of expectations. My manager agrees with me. There seems to be a tug of war between AVPs and Directors. This has led my teammate to make some corporate aggressive comments. These are being directed in many directions, including department heads opposing the project. In your professional space experience, how can I help my teammate with understanding that his tactics are potentially damaging to his reputation and the project?…
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Soft Skills Engineering
In this episode, Dave and Jamison answer these questions: After a decade as a Senior front-end engineer in companies stuck in legacy ways of working—paying lip service to true agility while clinging to control-heavy, waterfall practices—I’m frustrated and exhausted by meetings and largely apathetic, outsourced teams who don’t match my enthusiasm for product-thinking or improving things. It seems allowed and normalised everywhere I go. How can I escape this cycle of big tech, unfulfilled as an engineer, and find a team with a strong product engineering culture where I can do high-impact work with similarly empowered teams? Thank you, and sorry if this is a bit verbose! Thanks guys. Martin How do you judge your competency in a technical skill and when should you include it on your resume? Should you include a skills that you haven’t used in a while, skills you’ve only used in personal projects, or skills that you feel you only have a basic understanding of? I’m a frontend developer and I’ve seen some job descriptions include requirements (not nice-to-haves) like backend experience, Java, CI/CD, and UI/UX design using tools like Figma and Photoshop. I could make designs or write the backend code for a basic CRUD app, but it would take me some time, especially if I’m building things from scratch. I’ve seen some resumes where the writer lists a bunch of programming languages and technical skills, and I often wonder if they truly are competent in all of those skills.…
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Soft Skills Engineering
In this episode, Dave and Jamison answer these questions: I think my team’s PM might hate me. Hate is exaggerating, but they often will give public praise to other members of my team on work they’ve done, and seem to be pretty friendly with others, but I have never gotten the same treatment. I have also not gotten negative feedback from them in the 3 years we’ve worked together, so I don’t really have any information to go off of here. I don’t need everyone to like me, but it feels weird to see someone act nice with everyone else and relatively cold with me. I get along pretty well with everyone else on the team, too. Would you do anything in this situation or just try to ignore it? I’m a newly minted senior engineer and frequently pair with other more junior engineers to help them when they run into issues. Along with my company-provided senior engineer hat, my manager has asked me to try to take on more of a vested role in mentoring other engineers. One engineer I regularly assist seems to have anxiety issues. When I start reviewing their code or ask them about their debugging steps, they almost always start the conversation by telling me they’re nervous. I usually reassure them that we’re all teammates, we have a shared goal and there’s no judgement - only a desire to help them resolve whatever issue they’re encountering. While this does help somewhat, they continue to show clear signs of anxiety. I’ve also noticed the same behavior during team code reviews. They’ve been here for over a year, and I feel bad that they still seem to be struggling. I’d like to offer some sort of suggestion or guidance. What’s the best way to approach this? Would recommending therapy be out of line? Should I talk to my manager, or would it be better to leave it alone entirely?…
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