This Is Why Managers Don't Trust Programmers...

Summary

This video script addresses the harsh realities of software engineering, emphasizing that writing code is not the sole reason companies hire developers. It focuses on the importance of confidence and offers seven tips to increase it, such as minimizing communication of problems, using management's language, anonymizing blame, reducing commitments, praising co-workers, over-communicating status, and documenting verbal decisions. These strategies aim to help developers gain recognition and advance in their careers by building trust and rapport with management and peers.

Takeaways

• 😕 Unforeseen problems in tasks can lead to a perception of incompetence, even if they are beyond one's control.
• 🔑 Companies value confidence in programmers, not just coding skills, and this confidence can lead to promotions and rewards.
• 🤔 Minimizing communication of problems and doubts can prevent being seen as a 'Debbie Downer' and instead project a positive, can-do attitude.
• 🗣️ Repeating management's language and desires can build rapport and show alignment with company goals.
• 🔒 Anonymizing blame on dependencies can protect one's reputation and allow management to identify issues without direct accusations.
• 📉 Committing to fewer tasks and reducing throughput can provide flexibility to handle unforeseen issues and maintain confidence.
• 👥 Elevating and recognizing co-workers can demonstrate team spirit and leadership potential, which are valued for promotions.
• 📝 Over-communicating status updates can reassure management of progress and involvement, even if it feels redundant.
• 🛠️ Highlighting shortcuts and efficiencies can showcase one's ability to save time and resources for the company.
• 📋 Documenting verbal decisions can provide a paper trail for when issues arise from overlooked advice or decisions.
• 💼 Building confidence through these strategies can lead to better recognition, rewards, and career advancement in the software industry.

Q & A

What is the main point the speaker is trying to convey about the role of a software engineer in a company?

The speaker emphasizes that while writing code is important, companies value a software engineer's ability to portray confidence in their work and contribute to project completion more than just coding skills.

Why might a software engineer with less technical skill get promoted over someone more skilled, according to the speaker?

The speaker suggests that less skilled engineers might get promoted because they project more confidence and a better ability to help get the project done, which companies value.

What is the counterintuitive advice the speaker gives about communicating problems in a project?

The speaker advises to minimize communicating problems and doubts about the project to avoid overwhelming others and being perceived negatively, like a 'Debbie Downer'.

What technique does the speaker recommend to build rapport with management?

The speaker recommends repeating the desires and terminology of management to build rapport and show alignment with their goals.

Why is it beneficial to anonymize blame on dependencies, as suggested by the speaker?

Anonymizing blame prevents others from seeing the speaker as someone who constantly shifts blame and helps maintain confidence in the speaker by allowing management to draw their own conclusions about where the issues lie.

What is the speaker's advice regarding the amount of work one should commit to in a project?

The speaker advises to reduce throughput by committing to less work, which provides more flexibility and helps maintain confidence in the individual by avoiding the appearance of being overwhelmed or unable to meet commitments.

How can a software engineer show they are a team player and increase confidence in their abilities?

The speaker suggests elevating and recognizing the work of co-workers, which shows that the individual is not just self-focused and is invested in the team's success.

What is the speaker's stance on daily stand-up meetings, and how can they be used to build confidence?

The speaker acknowledges that engineers often dislike daily stand-ups but suggests using them to over-communicate status, showing progress and accountability, which can build confidence.

Why should a software engineer highlight when they find shortcuts to getting tasks done?

Highlighting shortcuts shows efficiency and the ability to save time for the company or project, which can increase the perception of the engineer's value.

What is the importance of documenting verbal decisions, as mentioned by the speaker?

Documenting verbal decisions is crucial for holding people accountable for their decisions and protecting the engineer from blame for issues that arise from those decisions.

What is the speaker's final piece of advice for software engineers who are not getting the recognition they believe they deserve?

The speaker advises putting energy into better communication and implementing the strategies discussed in the script to build confidence in oneself and potentially consider a shift in role or career path if the current situation is frustrating.