Big tech jobs are not what they were. Amazon made my career and "my life", but things have changed. Here is the good, the bad and the ugly of today’s big tech job options:
(1) The Good
- Great Comp.
People may want more, but tech worker pay dwarfs everyone except Wall Street traders.
- Incredible platforms for scale and impact.
What you work on will be seen and used by millions, possibly billions. A lousy feature from Google or Meta will get 100x the traffic that a startup would sell it's imaginary kidney to have.
- Slow but consistent growth over time.
Put in the years and you can get the levels and the pay.
(2) The Bad
- Slow but consistent growth over time.
The days of adding tens of thousands of employees are gone. Amazon grew 100x in my 15 years there, and the stock went up 9082% (I checked).
Revenue has grown 67x since I started. Another 67x would make Amazon's revenue larger than the US Gross Domestic Product. It simply cannot happen again.
- Rocket-ride careers are largely over.
The exception is if you happen to get in early to a hot new division, but your odds of this are no better than finding the next unicorn startup.
- Increasing bureaucracy.
Every person I coach across Apple, Google, Meta, Amazon, Microsoft, etc. tells me of policies, politics, and waiting lists around progression.
(3) The Ugly
- Most of big tech is either still laying off or not hiring. The pre-pandemic hiring sprees are still being washed out in the name of efficiency.
- For most of these companies (not all), there is increasing return to office pressure.
- Big tech still has worse-than-average diversity stats.
Who can benefit from big tech jobs today:
(A) People well along in their careers looking for stability and a fat paycheck. You can put the career on cruise control, add a blue chip line to your resume, and pay off the mortgage/college tuition with the comp.
(B) New graduates. Spend a couple of years getting that blue chip resume line and exposure to the tools, scale, and thinking. They may no longer be fast and agile, but they are massive and powerful. They are like battleships. They can't turn fast, but they are nearly unstoppable.
(C) People like me (at the end) - Those looking for a line of sight to "retirement" or a second career of their choosing.
Who should leave or look elsewhere:
(D) Those who can afford higher risk / lower short-term compensation that comes with the potential to grow faster.
(E) Anyone who cannot stand being part of a large, slow system.
(F) People who have already gotten any "scale" and "top performer" credentials they wanted from a big tech job. Now that you have the "credential", you can "graduate" to something with less overhead and more potential.
Readers- Thoughts about the state of big tech careers?
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Most of us are busy, not productive. Yet, actual productivity is what leads to success. Here is why busyness sucks us in and how to be productive instead.
Generally, “busyness” is easier than true productivity. It is easier to check emails and reorganize files than to do meaningful work on hard problems.
Things are rarely valuable, easy, and praiseworthy at the same time. When they are, those things get done very quickly.
But, when the valuable work is hard or scary, we gravitate towards easier busywork that people will praise us for doing or criticize us for not doing.
The simplest example here is email, Slack, or other messages.
Today, I am excited to share a powerful new tool to get a job or promotion. It works by helping make a strong visual and emotional connection with the manager.
The Straight Truth is that hiring decisions are as much about *feelings* as they are about *facts*. If you can get the hiring manager to believe that you are the right person for the job early on, they will come up with reasons to justify that you are the best person as the hiring process continues.
It is difficult to do this with just a resume.
The first resume was sent by Leonardo Da Vinci in 1482. Now, hiring managers drown in dozens or hundreds of similar applications that have not changed much in 500+ years since Da Vinci.
A reorg is coming. Are you positioned to move up when it does? You actually have a lot of control over how these situations turn out for you - let me explain.
Here are some stories from my coaching clients to help prepare you:
-I have (at least) one client dreaming of when their boss might move on
-I have another client who is in a top level role, planning a massive overhaul of his team. His actions mean that hundreds of people on his team will be impacted.
-A third client just got a big promotion because he was ready when a reorg hit
The key thing to learn from this third client is that he had no idea if or when change was coming.
I made it to Amazon VP because my managers fought for my promotions. They fought for my promotions because I met the 3 criteria that a manager needs to risk their reputation on you:
1) Good work performance
2) They trusted me
3) They "liked" me
The two pieces of “good work performance” are quality and reliability. Basically, your work should make their work easier. This is the groundwork on which the other two parts are built.
Trust means your manager can count on you in several key ways:
a) You will deliver/get the work done
b) You will make good decisions when they are not around
c) You will not surprise them with disasters or bad news
Doing your job won’t get you promoted; managing up will. There are 6 key parts of managing up to executives:
1. "Be bright, be quick, be gone."
Executives are busy. Come to your conversations prepared with well-thought-out ideas, and then express them quickly and clearly. Then move on.
2. Avoid bad surprises.
Managing up before a crisis is way easier than doing it after the crisis begins. Stay on top of worrying signals and keep the executives informed before things blow up.
Straight Truth: Each promotion in a career gets harder. Your peers get stronger and the number of positions decrease. Here is how to win:
For both Individual Contributors (ICs) and managers, there is a pyramid. Many roles at the bottom, few at the top, only one CEO.
This pyramid means that our competition gets stiffer at each level as our less talented, motivated, or driven peers drop behind us.
While this is obvious for personnel managers (you need only 1/10th as many leaders of groups of 100 as you need first level managers of groups of 10), it is also true for ICs. A project may need only one "Architect" and "Distinguished Engineer" isn't very distinguished if there are dozens of them.