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How do you measure a career?

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Incoming New Grad SWE at Taro Community2 months ago

I was talking to an experienced manager (E7+) and mentioned how I wanted to get to tech lead/manager much faster than the expected timeline at my company. They asked me why I wanted to get promoted faster and I was confused by that question. Promotion and climbing the ladder just seems like the natural thing to work towards as a new grad, so I was taken aback. I ultimately said “you get more money, you have more impact, it looks better on your resume, so why wouldn’t you do it?”.

He then advised me that promotion shouldn’t be the means to an end and advised me to focus on growth as an engineer and the promotions will come. They’ve seen people who burn out after several years even if their career looks great from the outside.

I’ve always thought career success = seniority+brand+TC and this model seems to fit pretty well if you look at people (non-founders) who are successful. So when this manager suggested to not focus on promotions, that effectively gets rid of the level/TC portion of the equation. So if not TC or seniority, then what is the KPI that makes a career successful? How do you measure career progression?

The manager’s advice reminded me of Alex’s video on balancing growth and promo. The video gives me the impression that promo-obsessed people are toxic, but I don’t see how there’s some inherent tradeoff between being a good person and being obsessed with promotion? Can’t you be a good human being and be promo hungry? A huge focus of Taro and other career growth resources is getting promoted fast, so why shouldn’t we be focused on accelerating promotion timelines?

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Discussion

(2 comments)
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    Coaching Managers & Senior ICs | Ex-Meta, Amazon
    a month ago

    You should 100% choose fast-promotions as the objective-function for your career (based on four short paragraphs.)

    You're just doing it for the wrong reason. Your manager is also wrong.

    The advice "focus on growth and the promotions will come" is wrong for several reasons:

    1. Promotions take a lot of work. Not on your end. There's a lot of paperwork and meetings and process to follow. If you focus on growth, promotions will sometimes follow.
    2. Growth is too vague. You can grow in many directions. Companies don't appreciate and value all types of growth equally.

    So here's my advice.

    Flip your manager's advice around: "focus on promotions and the (right) growth will come."

  • 0
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    Tech Lead/Manager at Meta, Pinterest, Kosei
    a month ago

    I'll take a stab at this. The idea of promotion is that you should be increasingly valuable to your company.

    The byproduct of being increasingly valuable to the company is that you get money, status, and seniority. But the core is on impact and value for your company. The reason your framing may turn people off, or may be viewed as "toxic" is that it's centered on the byproducts rather than the core concept.

    The politically correct way to talk about promotion is to help your team, org, and company achieve something bigger and better. For most people, the motivations behind this are around money and status. But that puts a lot of emphasis on the outcome rather than the journey, which does make it harded to sustain long-term.