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Charity Majors @mipsytipsy
, 3 tweets, 1 min read Read on Twitter
i wrote up a blog post on how to amass influence and power as an engineer and non-manager, based off yesterday's thread. ICYMI. charity.wtf/2018/08/17/on-…
please don't @-me with angry disdain about how out of touch i am since your shitty workplace doesn't work this way. i am describing how it should work in a reasonably functional environment. if yours isn't one, please find a place you can flourish.
and i know i said yesterday that i would talk about how influence gets wielded and lost, but it got long and i ran out of steam. maybe someday. can't edit tweets yo.
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can't believe no one else has asked me this ☺️ and no, I gave up doing hands on work... back around the time I stopped managing engineers, come to think of it.

(and I have nightmares on the regular about never being a good engineer again)
However, I gave it up because I was doing a shit job as CEO due to lack of focus on vision and other new skills I desperately needed to level up on.

When you can retreat back into that place where everything makes sense, it hampers your development. For me at least.
I have daydreams about someday when everything is groovy, then I can take some time for building things. It does feed me, I do miss it desperately.
Read 4 tweets
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btw ... going from line manager (managing engineers) to director (managing managers) is almost as much of a career change as going from engineer to manager.

you will suck at your job again, and you will have to rewire your brain's reward mechanisms again.
the metaphor i use is, as an engineer you get to use your hands to build a ship. as manager, you walk along the pier coaching and lending a hand.

as a director, you get a mission ("build 2x larger ships!") and a rusty fishing rod to wave at the managers to convey what you want.
almost all line managers rely on their personal charisma or subject authority to get their team to do things in some unique and unreplicable way.

once you become a director, you can't lean on instinct. what worked for you will not work for the managers who report to you.
Read 5 tweets
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this is uncanny since i was JUST WRITING a tweet on questions you should ask when interviewing:

- is there a career ladder? comp bands?
- do managers and engineers get compensated equally by level?
- do you encourage people to move back and forth between IC/mgmt?
the rest of @JeremyMcGee's list:
- is management seen as a promotion?
- how long does it take someone to reach senior engineer out of school?
- is there a terminal level for engineers?
- what is the distribution of engineers over levels? how many principals?
- what are the technical expectations for managers?
Read 6 tweets

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Cost evaluations is an important part strategic management and often times consultants find themselves managing pool of high revenue but low profit firms.

This is a #thread on cutting costs strategically & staying competitive.

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Making a thread of makers & entrepreneurs who inspired me, and what they taught me.
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How To Judge A Book (or Course or Training) You Pay For

#Thread.

In 2009, a friend of mine made =N=1.4 million selling a 5 page ebook he had written.

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[THREAD] I had this bizarre idea of wordless instructions to make charts, kinda IKEA-in-spirit. Ideally, Everyone can follow these visual instructions even if they don't speak English. I called it the Universal Chart Maker, and I tested it with @msexcel.
Let me show you how to make a simple doughnut chart. Here is a small table.
1. Select the data and, from the Insert menu, select Pie/Dooughnut.
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1) I already went through pregnancy/new momhood once as an employee and it kind of sucked. Now seeing it again as an employER is enlightening because it's actually pretty hard for companies to do the right thing.
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