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I was wondering if you have any thoughts about how to run a meeting/brainstorming session effectively keeping a time check and also ensuring that everyone in the meeting gets a chance to speak. Although this is not a new situation, I have struggled with cutting people off when they sort of hijack the meeting taking all the time leaving others checked out. They don't necessarily mean any harm most of the times or don't intend to steal the thunder but as an organizer it is my responsibility to ensure that everyone gets a fair chance to speak. The main challenge is that most of the times what they are talking makes sense atleast 70-80% of the content so I find it difficult to cut them off easily without being rude or disrespectful. Being rude/disrespectful is the last thing I want to do! And a few are fast speakers that don’t catch cues of someone attempting to say something. Again, not at all a new situation and I think I do an okay job if not a great job in navigating through this but was curious to know additional thoughts and perspectives.
I'm slated to work on a pretty big project, and because of this, there are 2 other engineers to help out on it, both of them more senior than me. I've broken up the project, and at a very high-level, there's 2 types of work:
This leaves me with the following crossroads as a lead on this project:
Any thoughts on which of the 2 paths I should take?
In the previous cycle, I wanted to be promoted to senior, but my manager stepped in relatively late into the process to let me know that my promo packet had gaps. Because of this, I wasn't put up for promotion and I'm still at SW2.
This all caught me completely off-guard, and my goal is to make sure this doesn't happen again in the next performance review cycle. How can I make sure that my manager and I are completely aligned going into the next promotion process, and I'm not hit with any last minute surprises?
I was curious to learn your take on strategies to push back when the expectations are not realistic. I want to expand my scope and feel that there is lot more scope for me to learn and navigate better. According to me, data and communication plays a major role here.
More specifically in my case, I am wondering how to account for me not being well versed with tech stack and constant context switching between clarifying requirements as they keep changing with each question of mine. How to politely and effectively communicate that although this may seem like a small increase of scope, given that I have to figure tech stuff it will be stretch.
Adding more context: It's trickier as I'm pretty new to the team and tech stack. I feel like I'm discovering a new requirement with every question I ask. I've set up recurring pair programming sessions to increase my velocity, but I'm not sure if that's enough.
Follow-up question: What research should be done before establishing the conclusion that expectations are not realistic?
I recently joined my team, and I've been sort of overwhelmed picking up this new tech stack which may be leading to some procrastination. I literally have to Google for everything I want to write. Twitter also has certain in-house technologies, which are pretty challenging to learn. I also started working on a critical project recently with strict deadlines due to headcount shortage.
I saw this as an opportunity to make an impact and am trying my best, but I wish I had more time to get acquainted with the stack. I feel like I lost a few days last week unraveling through the ambiguity and getting context, so I didn't make progress with implementation as much as I wanted to.
I am kinda anxious that I will miss my delivery in the first project which is not setting a right impression. In my experience, there is no excuse for missed delivery and it will treated as a red flag. It's a newer company for me and my org is revenue-generating. Given the phase Twitter is going through, this project is critical and hence I am hesitant to push back on the timelines too.
I also see mid-level and junior engineers on the project moving way faster than me right now, because of their tenure and familiarity with codebase and that can be disheartening.
Lastly, should I be transparent and discuss with my manager if I feel a few days haven't been productive? I don't see any way that will help.
I want to build a stronger relationship with my manager, but I'm unsure where the boundary should be when it comes to opening up to them. For example, I have some confidence issues which affect my work performance a bit: Is that something that's okay to share with them or is it possible that they'll hold it against me? I haven't interacted too much with my manager as I'm fairly new to the team, but so far, the signal has been positive.
I'm a relatively new engineer at Twitter, so I know that I'm in a "golden period" where I can ask whatever "stupid" questions I want and I won't be judged as much. I ask a good amount of questions and follow the habit of doing 10-15 minutes of research before asking questions, but sometimes I do spend too much time on research and overall, I feel like I can put myself out there more to learn even more from others.
I think this stems from some gaps I have in my confidence, particularly around my ability to communicate in an impactful way. How can I overcome this issue and get the maximum amount of value learning from my teammates?
Prior to Twitter, I was a mid-level engineer at another large tech company, so I was expecting to be leveled at mid-level again when joining Twitter. However, I did very well on the interview, so they up-leveled me to senior as a very pleasant surprise.
I know that I got this great feedback, but I feel like there's so much to learn and many gaps in my skills and can't help but feel sometimes that I shouldn't be at this level. Any advice on how to have a better mental state here?