Take time for decisions

Dear new developer,

For large long term life decisions, you should realize a few things.

First, that few decisions are 100% irreversible.

Second, that the choices you have in the future are based on the choices you make (this is called path dependence).

Finally, that you should take time for important decisions. In fact, you should consult others, spend some time dwelling in your own head, and sleep on it.

Consulting others

I like to check with other people who have been in similar situations when confronting a big decision (like switching a job or starting a consulting company). This of course means that I’ve kept in touch with them over the years (via LinkedIn or by other means). This can be as simple as a coffee or beer or phone call. Even an email where you document the choices as you see them can be clarifying.

Note, you don’t have to do what they suggest. What you want is someone who:

  • is close enough to you to have context, so their opinion matters
  • will be honest in sharing their opinion
  • is going to make you see the decision in different ways
  • has experience with similar situations

Spend time thinking about it

Go for a walk. Write some things down (I’m a big fan of plus/minus lists.) Don’t think about the decision for a while. All of these will help you get out of your head.

I have found that it’s easy for me to get wrapped up in a decision and overestimate its importance. The work you do day to day in a company and the people you meet matter a whole lot. But there are many many excellent people everywhere.

But, you should definitely not feel rushed into any decision. If a person offering you an opportunity (whether that be a project, job or other choice) is rushing you into it, that’s a bad sign. It’s an indication that the choice can’t stand on its own.

Sleep on it

Finally, sleep on it. There’s an interesting discussion here, including tips to have a notebook by your bed, but the long and short of it is that if a problem is worth consulting others and dwelling on, often taking an additional eight hours won’t make or break the situation. And a night’s sleep can allow you clarity. Sometimes things that seem true the night before (“I am afraid of taking this job”) appear in a different light after (“What I’m really afraid of is change”).

Sincerely,

Dan

How to be a 10x engineer: Business value for technologists

This is a guest post from Donnie Berkholz, lightly edited. Enjoy!

Dear new developer,

Since joining an enterprise (the world’s largest business-travel company) a while ago to drive their DevOps transformation, my ongoing mental evolution regarding the value of technology has gone through an almost religious rebirth. I now think in a completely different way than I did 10 years ago about what technology is important and when you need it. If you want to become a 10x engineer, you need a different perspective than just working on things because they seem cool. It’s about working toward the right outcomes, whereas most of us focus on the inputs (what tech you use, how many hours you work).

It all comes down to business value. You need to contribute to one of the core factors of business value, or however incredible the technology is, it just doesn’t make a difference. If you don’t know what that really means, you’re not alone — most of the technologists I know have trouble articulating the business model of their employers.

I think about it as 4 primary factors:

  • Money. This comes in two flavors. First, you’re creating new efficiency, which increases the profit margin. This could either be through lowering the underlying fixed costs of running the business, or decreasing the cost of goods/services sold by saving a little money on every one. Second, you’re increasing sales, which grows overall revenue. In a cost center within a larger enterprise, or in saturated markets, the former is the most common mode of operation because it’s hard to capture new opportunities. In the latter, it’s about growth mode – investing to capture new value, and often assuming you can make it profitable later. This could be framed as “land and expand” or with the assumption that your company will increase the price and margin once it’s gained a sufficient market share to do so with lower risk. Do you understand your company’s business model? Where does the money come from, who are the customers, what are their needs, what is the sales process and cycle, and what are they buying?
  • Speed. Again, there’s a couple of versions of this that overlap. The overall goals are either initial time to market or speed of iteration. Time to market can come at the expense of significant technical debt, while long-term accelerated iteration cycles are about product-market fit. If you know of the Lean Startup approach promoted by Eric Ries, this should sound familiar. From a long-term perspective, iteration cycles require a balanced approach of customer perspective and technical debt. Otherwise, your company can’t deliver value to customers quickly due to accruing interest on its tech debt. In practice, this can drive an approach that involves gradual refactors with the assumption that long-term rewrites (or e.g. strangler pattern) will be required. It’s the classic “design for 10x but rewrite before 100x,” to paraphrase Google’s Jeff Dean.
  • Risk. As before, this essentially boils down to executing on new opportunity or loss to existing opportunity. Dan McKinley has a fantastic post on why you should choose boring technology, because the important risks are in the business model vs the tech. You should only make a small number of bets on new technology when it will really make a difference in your ability to deliver on business value. For existing opportunity, it’s more about risk avoidance. Typical approaches tend to end up in some mainframe application that one nearly retirement-age developer knows but is afraid to touch. However, a more sustainable model is to implement heavy automation if it truly is a business-critical application that justifies the investment. Relatedly, risk avoidance is where security shines. One of my favorite perspectives is Google’s BeyondCorp model, which assumes your perimeter is compromised and acts accordingly.
  • Strategy. Often not immediately visible in the above approaches, investing in strategic growth opportunities is consistently a great path to success in your business. Do you know your company’s strategy? They probably have posters up and meetings about it all the time. Could you say it out loud? Do you know how it maps to concrete actions? Although any individual opportunity may fail, your contribution to executing on the technology behind that opportunity will not go unnoticed. Similarly, if you’re involved in divesting from areas your employer wants to leave as part of its strategy, you have a real but often smaller opportunity to leave your mark upon the work.

Although many other factors have an impact upon business value, those are 4 of the most important ones that can make you consistently successful as a technologist. The key is to understand which ones play into your work, so you can act accordingly in your day-to-day efforts and as part of your career strategy. Are you building software for a cost center, a growth incubator, a risk center, or at a company that cares to invest in speed? Taking full advantage of this approach could make you the 10x engineer you’ve always wanted to be. Best of luck in your journey, and may you spend time where it matters!

Sincerely,

Donnie

Donnie Berkholz has been driving the DevOps transformation at CWT (formerly Carlson Wagonlit Travel) since early 2017. Prior to that, he led a global team at 451 Research providing research and consulting around leading-edge trends in software development and DevOps. His background includes roles at RedMonk — where he focused on DevOps and open source — and well over a decade at Gentoo Linux, where he worked his way up from a developer to lead a group of more than 250. One of his passions is the social side of technology, and he’s led initiatives to turn around unhealthy teams as well as measure and act on open-source community metrics.

He got into tech almost by accident, because his role as a biophysicist got increasingly computational and he decided he wanted to focus on the technology. Prior to tech and science, he did a stint as a journalist. Donnie now combines that diverse skillset in communications, data-driven thinking and technology to drive companies toward differentiation with leading-edge technology.