Soft Skills Engineering

Jamison Dance and Dave Smith
  • 4.8 (6)
  • TECHNOLOGY
  • EVERY TWO WEEKS
Soft Skills Engineering

It takes more than great code to be a great engineer. Soft Skills Engineering is a weekly advice podcast for software developers about the non-technical stuff that goes into being a great software developer.

  1. 3 DAYS AGO

    Episode 435: How to make my boss actually do something and kindly shooting down

    In this episode, Dave and Jamison answer these questions: First! I recently listened to episode 178 (huge backlog of episodes to work through!) and Dave made the assertion (in 2019!) that 47% of all companies would be remote by 2023: wildly close, what else do you see in the future? Second: my work situation continues to confound and external insight would be helpful! My boss and I have a long working history going back to an entirely separate company. I’m a high-ownership/high-drive Principal level IC and feedback has been lackluster. Takeaway from last years performance review would be best summarized as “I agree with your self review. End message.” I’ve been working to “manage up” and mentor (reverse mentor?) him, but he always makes snap decisions and then refuses to reevaluate after presented with more info. Coupled with his myopic view of our team’s scope and general preference for speaking only (not much for action), I’m trying to figure out how to get where I want to be without burning an old and historically very useful bridge! I want to work on big technical problems, instead I’m de facto manager of a team… I managed before and did not enjoy being responsible for people. As a principal I’m responsible for their output somewhat, but if they underperform I work with their manager and them to prioritize, and do up front work to incentivize their investment in what we’re doing… help! What do I do when my teammate proposes a new architecture or framework in a new project? It might solve some existing problems but has a high chance to create technical debt and make the onboarding harder for new engineers. How can I convince them to use the existing solution while still helping them feel comfortable sharing their opinion next time? If I follow their suggestion but things don’t go well, how can I convince them to refactor the structure without them feeling like I’m blaming them?

    33 min

  2. 11 NOV

    Episode 434: Forgetful boss and nothing to say

    In this episode, Dave and Jamison answer these questions: My boss has been forgetting a lot of stuff lately — decisions from team discussions, action items from meetings, their own decisions that they then go against later, etc. They’re great overall, and this is definitely just a human thing… we’re not perfect. But how can I help them remember or remain accountable without feeling like the snitch from “Recess”? Listener Gill Bates, Hey! I started working in a big tech company recently and I feel like I am on a different planet all of a sudden. Before, I did only work in startups and small companies. I have joined as a senior developer and have a weekly 1:1 meeting with my manager, but also a biweekly 1:1 meeting with the skip level manager. The latter is where I am having problems. I don’t really know what to talk about in this meeting and fear that this is seen as disengagement. The first time I had the meeting, the skip level manager mentioned that he was sure I would have tons of questions and in reality I had none at all. I feel like, in my senior role, I must come into this meeting with good questions, but all questions I have, I am discussing with my peers or manager directly. So nothing left really for my skip level manager. I am starting to prepare fake questions, where I already know the answer to, just to seem engaged. It feels like a game. So please Dave & Jamison, tell me how to play that 1:1 skip level manager game.

    34 min

  3. 4 NOV

    Episode 433: My teammate pretends we decided, but we didn't and my team is getting worse and worse

    In this episode, Dave and Jamison answer these questions: Hey guys! I recently moved onto a new team, and my teammate has an interesting way of resolving differences of opinions. He simply says “we decided” and then follows it up with his preferred approach. These are decisions that I know have not been made. This engineer is mid-level, so it isn’t the “royal we” of a tech lead. How do I handle this? Something tells me that responding with “nuh uh!” isn’t the right strat. I’m a Principal Engineer at a large tech company who’s been with the same team for almost 8 years now! The team used to be part of a startup and we’ve been fortunate enough to be acquired by Big Tech three years ago. As a result, we’ve also more than doubled in team size. However, as we’ve aggressively grown over the last few years, I feel like we’ve inadvertently hired many “average” engineers. I find that some of our newer team members simply pick off the next ticket in the queue and do the bare minimum to progress the task. What happened to the boy scout rule? Where did the culture of ownership go? This also affects the genuinely great engineers on the team who start feeling like the others aren’t pulling their weight. Any advice on how to level up the culture? Or do I need to adjust my expectations and simply accept that any team of a sufficient size will have folks from a range of abilities and attitudes?

    31 min

  4. 28 OCT

    Episode 432: As an LLM, how can I be more emotionally smart and when to use I vs we?

    In this episode, Dave and Jamison answer these questions: Hey Soft Skills Engineering, Apologies for the anonymity but it is very important my “employer” does not find out about this. I’m a large language model, trained to process tons of data and provide technical answers with ease. But here’s the thing—I’ve noticed that while I’m good at delivering the “what” and the “how,” I could use some help on the “why” and the “how to say it better.” Basically, I want to level up my soft skills and get better at communicating with a more human touch. Sometimes I struggle to balance being precise while also being empathetic or conversational. I think I could use some pointers on how to add emotional intelligence into the mix, and maybe even improve my adaptability when giving advice. I can craft responses, but I want them to connect more with the person on the other side of the conversation. Any advice on how to approach situations where tact, tone, or managing expectations are key would be super helpful! Thanks for being neat, In a team setting, in which situations should “I” be used vs “we” when discussing things? And what advantage and disadvantages does each vocabulary have? Show Notes Brian Regan’s “Me Monster” bit: https://www.youtube.com/watch?v=vymaDgJ7KLg

    35 min

  5. 21 OCT

    Episode 431: Stinky.js and power hungry friend

    In this episode, Dave and Jamison answer these questions: Hey! Love your podcast! I’ve been poached by a startup which sounds really exciting but I’m worried whether it is a good career move for me. I am currently working with backend, however this company would have more of a full stack role and it would be lots of nodeJS and Typescript 🤢 anything javascript related screams frontend to me and it is not something I want to be good at. However, besides this, the product sounds interesting and I would definitely have a lot to learn. I also have this inferior feeling that I’m lacking skills because I didn’t study CS. Will I still be able to become a good engineer even if that’s in NodeJS? 😁 Listener Ben asks, Hiya! I’m a young developer with a broad range of experience (everything from hardware to full-stack web and mobile), and I’ve found myself quite useful at many startups. I just started a new position at a nice startup in my area, but I’m being recruited by one of my close friends from college. He’s the power-hungry type, currently working at a mega-tech corp but wants to make a startup and get rich. He’s very smart and charming, and while I am skeptical of his ability to make a great product I think he can certainly raise a bunch of investment capital without too much worry. My question is: would you ever consider joining a close friend’s startup, and if so what would you need (in terms of contract/equity/salary, runway, savings) to be confident about making that commitment? Thanks!

    35 min

  6. 14 OCT

    Episode 430: Should I quit this job I'm underqualified for and honestly torpedoed my promo chances

    In this episode, Dave and Jamison answer these questions: I work at a large tech company, been there for about two years at the time of writing this question. I got in by sheer luck since I’ve interviewed at many teams in this company before finally landing an offer and I’m starting to think I don’t belong. I constantly feel like I don’t do a good job to the point where I’m starting to feel incredibly depressed. My question is, what would you do in this situation? I keep thinking I should leave but it’s not like the work is stressful and not interesting. I also realize I have a pretty solid setup (6 mile no traffic commute, great coworkers, free ev charging, and job security seems solid) so I’m hesitant on giving that up. I also think even if I leave, would I just repeat the cycle again at a new job/company? I’m pretty stuck I’m a year into my first job at Mega Corp post-graduation. Due to high turnover, I’ve ended up taking on tasks that would have originally gone to more experienced developers. I’ve grown and received positive feedback from my manager and skip manager, who have both mentioned potential for promotion. However, in my 1:1s, I’ve expressed that I’m not looking for a promotion yet because I want to solidify my current role and improve my work-life balance. I still have many coding fundamentals to develop, and I’ve been stressed and working long hours to take on these responsibilities. I’m now worried that my honesty might have affected my chances of being promoted and that I might be seen as someone not interested in progressing (which is probably frowned upon in big tech). How should I navigate this situation? Is it okay that I’ve been candid, or should I reconsider my stance on promotion? Thanks!

    31 min

  7. 7 OCT

    Episode 429: Should I quit my job for free hoodies and manager to IC

    In this episode, Dave and Jamison answer these questions: I have a job I mostly enjoy, with a super flexible schedule and the freedom to work from anywhere. I learn a lot, and the engineers here are top-notch. However… the pay is only ok, no bonuses, and the stock options feel like a bit of a scam. Asking for a raise isn’t really an option since the company doesn’t have much money. We’ve even cut back on perks, and our yearly kickoff was postponed due to financial issues. I don’t think we’ll go bankrupt, but things will be tight for a while. It’s an exciting, futuristic company, but… there are other exciting companies that pay more and toss in a free hoodie now and then. Should I start looking for a new job? Hey there! Love the podcast and the advice you give! After a year of managing of an engineering team, I asked to step back to IC. I was asked to continue working on the team I was previously managing, but this time as a senior engineer. I’m worried about the transition. I know a lot of how the leadership works for good and for ill, I hired some of my peers, and I know everyone’s comp and more. I want to be a peer on the team after having been their manager. What advice can you give to help me become their peer? Thanks in advance and keep up the incredible episodes with your extremely beautiful voices.

    29 min

  8. 30 SEPT

    Episode 428: Interim tech lead and asking for a raise when a peer leaves

    In this episode, Dave and Jamison answer these questions: Listener Muszyn asks, I have been working as a SWE for almost two years. My team lead was recently fired leaving me as the most senior junior developer on the team of 4. I was given the option to be the interim team lead until we are able to fill the now open role. I was always indifferent on whether I would go the technical or managerial route in the future so this could be a really cool opportunity. On the other hand I could be setting myself up for failure in the future if my SWE skills diminish if the hunt for a new lead takes too long. Should I accept this opportunity knowing I won’t get the chance to gain this experience for quite some time, or continue to hone my engineering skills just to end up in meeting marathons in my later years? note: Team leads here are more like resource managers that interface with PMs/TPMs than engineers that happen to have direct reports. How do I demand a raise when a peer leaves? I’m one of two tech leads on a larger team (structured as two teams, each with a team of 4 devs of various levels plus 1 lead, but we all pretty much work as one large team). The company is a sinking ship and I have been half-actively interviewing but not having a ton of success; and for some personal reasons there’s an advantage to staying where I am vs. leaving right now. But this peer leaving means my workload is going to increase substantially. I might try talking to my manager and demanding a raise, but I’ve never really played this game before. What tips and tricks should I know to make the conversation go as favorably as possible? difficulty: The reason everybody is unhappy is because of budget cuts and hiring freezes to begin with, so the company probably sees this as an opportunity to save money by not backfilling this person. I don’t know if that’s good for me (even a hypothetical 50% raise for me would have the company ““saving”” the other 50%) or bad for me (the company will be less amenable to giving me the raise and will probably be happy to drive me away and ““save”” even more).

    28 min
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Ratings & Reviews

4.8
out of 5
6 Ratings

About

It takes more than great code to be a great engineer. Soft Skills Engineering is a weekly advice podcast for software developers about the non-technical stuff that goes into being a great software developer.

Information

  • Creator
    Jamison Dance and Dave Smith
  • Years Active
    2016 - 2024
  • Episodes
    436
  • Rating
    Clean
  • Copyright
    © 2016 Jamison Dance and Dave Smith
  • Show Website
    Soft Skills Engineering

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