Soft Skills Engineering

In this episode, Dave and Jamison answer these questions: I work for a startup with a distributed team. Recently one of our clients experienced a production outage. As a small startup, we do not have an on-call rotation, and teams usually resolve issues during business hours. However, during this particular incident, most of my colleagues were on annual leave due to an Easter break, leaving only 10 out of 70 engineers available to assist. Although none of these 10 engineers were part of the team responsible for the outage, I was familiar with their codebase and knew how to fix the problem. Additionally, I had admin access to our source control system which allowed me to merge the changes required to resolve the issue. This was the first time I had done this, but my changes were successful and the problem was resolved. Now that the break is over, the team responsible for the codebase is blaming me for breaking the process that requires each pull request to have at least one approval and for makin

In this episode, Dave and Jamison answer these questions: My manager finally exploded. They screamed and insulted our whole team because one teammate had a 4 day delay on a 2 week task. Our manager Theo (fake name) was recently promoted and now on top of managing our team of 7 engineers, they also manage 2 other managers with 6 engineers each. I have noticed that Theo is under a lot of stress and as one of the two senior engineers in my team I tried to support him with planning and organization tasks. Sadly, it’s reached a point where if Theo doesn’t calm down, the whole team might implode. Last week, after one mid-level engineer in my team surfaced that the two-week project he was working on was going to be delayed by 1 week, Theo called the whole team up for an emergency meeting. There, Theo screamed at us for 15 minutes and insulted us as a team and our work in general. The gist of it was that we are not real professionals if our estimates can’t be trusted and that Theo has given us too

In this episode, Dave and Jamison answer these questions: I’m not a software engineer, so you can stop reading here if you like ;-). I listen to this show every week as the soft skills you discuss are just as applicable to my role as an electronics engineer. I have 5 years of experience and in my opinion, the right level of competency to step in to a senior role. I recently started a new job and I’ve been encouraged by my boss to be more proactive in taking on senior work so I can be considered for a senior engineer promotion. The problem is, the existing senior engineers in my team are uninterested in sharing their workload with me. I will try to assist them with their senior-level tasks but it never lasts long as they will carry on with the work themselves after a short while. I’ve also been assigned senior-level tasks by my boss and when I’ve asked for small levels of assistance from the senior engineers they’ve taken it as an invitation to do the rest of the work for me. My boss is indi

In this episode, Dave and Jamison answer these questions: Hi, have you ever been through a technical interview and bombed a question? I did, and it feels awful, especially when the question was easy but I couldn’t focus due to time pressure and stress. Do you have any tips for dealing with interview anxiety, and get rid of the bitter feeling if the interview goes bad? Thanks! A listener Dustin asks, ‌ Do tech companies or recruiters dig into our individual backgrounds during the hiring process? Also is there a bias towards part-time courses vs. Full-time? To keep it short, I’m 28 and from 18-22, I was homeless and involved with specific substances. Ultimately got on my feet around the age of 23 and now I’m currently attending university, part-time while working full-time. I have noticed a bias from full-time students towards part-time and I’m wondering if this happens as well in regards to employers?

In this episode, Dave and Jamison answer these questions: I am a senior engineer looking to make staff. Every week at my one on one I ask my manager what I can do to improve and always receive the answer “keep doing what you are doing”, but when I receive my performance review, I don’t receive top grade or promotion and there are listed areas of improvement. How should I feel about this and what should I do? I’m a software group manager for a medium sized applied research organization that deals with both software and integration onto hardware. I am fully remote while the rest of the company has returned to the office due to the integration work with hardware. I started managing just before the pandemic. What are some effective strategies to deal with this setup? What are some typical gaps or issues to look out for? How can I reassure team members that may be skeptical of this setup, as well as peers and my bosses? I do have full support from above as of now. My rough thoughts so far i

In this episode, Dave and Jamison answer these questions: Hey Dave and Jamison, long time listener of the show. looking to get your advice on dealing with guilt at work. Lately, I’ve found myself in a lot of situations of having to deal with bugs/incompleteness after pushing out a feature. It’s not my intention to be careless and I do feel like I’m giving it my 100% but there seems to keep being thing after thing that I’m not catching. It’s impossible to sweep these things under the rug when you have to put up a follow-up pull request to fix something that was clearly your fault. I feel like every once in a while is okay but when it starts to become a pattern, I wonder how this may reflect on my performance review. My coworkers aren’t letting on about any frustrations they may have but every time this happens, I can’t help but feel shameful of myself and it’s causing my anxiety to hit the roof. I’m waking up for work each morning wondering what’s it gonna be this time and feeling pits in my stomach.

In this episode, Dave and Jamison answer these questions: Our small team where I work as a senior software engineer has a new engineering manager. They don’t trust me at all and verify simple technical things like how git rebase works, in the middle of meeting calls. I feel micro managed. Calling me on slack (slack huddle) without prior notice breaks me out of my flow. Recently they called an “Architecture meeting” and ended up talking about 2 spaces vs 4 spaces and other trivial stuff. I just felt like the facepalm emoji for the entire time of the call. They are technically good, but lack depth. For some reason they think know better than everyone else in the team. Unfortunately, they are my boss. How do I politely tell them, in a professional way, that they have to back down and trust the team? Any help would be highly appreciated. Thanks a lot. Federico asks, Hi! I’m a junior engineer. Our project managers are really crappy. I keep getting wrongly managed and “exploding” projec

In this episode, Dave and Jamison answer these questions: I recently applied for a job for a great company. The interview went well until we talked compensation. I said I expected to get a pay raise for changing jobs, but it seems that they can only offer me as much as I already have. I have never negotiated salary before. With my current job (which was my first) I happily accepted what they offered and we have had regular bumps without negotiations. Although I am really interested in the job, I feel like it is a defeat not to get a pay raise when I’m changing jobs for the first time in my career. The benefits are also not as good. Do you have any advice? Should I lower my expectations for a non-consulting position and switch despite not getting a raise? Should I negotiate harder? Wait for something better? Hi Dave & Jamison, we recently started a new project with a new team of devs that never worked together before. The team consists of two experienced backend devs, two

In this episode, Dave and Jamison answer these questions: I have around 14 years of experience and was recently promoted to a Head of Engineering role. I am now leading an engineering department of around 75 people. I’ve become increasingly ‘hands off’ with coding, and it’s been at least 2-3 years since I wrote code regularly. My role is completely hands off technically. I’m questioning whether this is the right role for me. I want be more hands on, but I worry my skills are now so rusty that I’d have to start over and spend all my spare time learning to code again. Do you think it’s realistic to get back to a hands on engineer role at this point? Have you seen it done successfully before? Does walking away from this leadership role make it harder to potentially take on other leadership roles like CTO in the future? Hypothetically speaking, let’s say that you were pretty sure layoffs were coming to your company even though they say they are cutting costs everywhere else that they

In this episode, Dave and Jamison answer these questions: I’m a senior front end engineer at a medium sized tech company. During the good times of limitless tech growth, a common way for engineers to grow our “impact” (an important criteria at many companies for promotion) was to find ways to lead/manage more people, whether this was becoming a manager and having more direct reports, or becoming a tech lead and mentoring more people, especially interns and junior engineers. Now, with many companies doing layoffs and hiring freezes (mine included), teams simply aren’t growing and there just aren’t as many people to “impact”. What are some other ways to have more “impact” and grow my leadership skills? Both for hitting promotion criteria, but also for my own growth as an engineer that would like to be a manager or staff engineer someday. I am a very senior engineer at my company. There is an engineer on the team less senior than me, but not under me on the management tree. This pers

In this episode, Dave and Jamison answer these questions: A listener named Mike asks, I’ve been offered an Engineering Management position at a company I previously worked for. The team is very small and composed of juniors and mid-level developers. The role is also completely new and because of the size and experience of the team there is some expectation that the manager will also have a fair amount of involvement in PR reviews and likely also writing some code. Is this common? Do you feel like a manager can also be a team lead from a technical perspective on a day to day basis? What should I be thinking about when considering this role? ‌ How do I keep up juniors’ morale regardless of bad code/ideas? I work in a team of 4-5 developers. We have one junior, one mid (me), one senior and our team lead. I think we mostly work well. However, sometimes the senior and team lead sort of talk down at the junior. For example, in a meeting talking about how to solve a problem the junior wi

In this episode, Dave and Jamison answer these questions: Hello Dave and Jamison, thanks for your great work. Your podcast has the bizarre magical property of making me look forward to long drives. Keep it up! I have been feeling anxiety over losing my job to AI, especially after the all the ChatGPT stuff from a few months back. I know that it definitely isn’t flawless but I know that this technology will just keep improving as time goes on. I am a software engineer with 2 years of experience. I can’t help but feeling like I will lose this amazing career in the near future. I left my old line of work a couple years back and am in my mid 30s, so switcyhing careers again is a dreadful thought. Is there anything you can suggest to ease my anxiety? Will being more social with my coworkers, or aiming towards management help reduce my chances of being automated? Any advice will be great, thanks. PS: If someone tries to replace your podcast with an AI generated one I will boycott them an

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.

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,

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 perfo

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 a

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

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’

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 a

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