I just had a chat with the CEO (I'll call him John) of the company I work at. I was trying to get a real alignment on what I need to do to be a valuable resource to this company. They promoted me (without a raise in pay) to a different (management) role, and I do not know what I need to do to be the best in this role.

During the discussion, the CEO failed to provide any usable metrics, or a way to track those, except for phrases like "higher productivity" and "higher quality". How to track? No idea.

So, at this point, me being the idiot I am, wanted to make things explicit:
*Me: Okay, so what if I request for a 20% raise six months from now, what metrics will you look at to decide whether to give me the raise.

(My last raise was a big one, more than 100% or so, more than a year ago. That was a dev role, and I was paid 2 cents earlier, so the doubling to 4 cents wasn't really a big deal.)

John went on a long rant on how people just expect raises every year, inflation, etc. All good and fine.
But then he mentioned something strange.

*John: ...and you know, for the last three years, there has been a race to retain resources. During this race, many companies, including us, had to pay people WAY MORE THAN THEIR VALUE to retain them. These people are going to be the first to be fired during cost-cutting as they are the most expensive resources at the company without any proven value. These people should not expect raises to come soon, and if they do expect that, they need to prove the value themselves.

Now, I, being a simpleton, am wondering how is it fair for an organization to pay someone "more than their value" to retain them once so that they can just be fired two years later. How did the company decide the value of such employees to begin with?

And all this is ignoring the fact that in the company there are no metrics, no KPIs, and performance of a person is how much the CEO likes that guy. How TF the people who joined a year ago and never interacted with the CEO prove their worth?

Developers are building PowerPoints and configuring JIRA/Confluence/Laptops of Sales team, project managers are delegating management to developers and decision-making to the CEO, Technical architect is building requirements documents, Business Analyst is the same person as the QA team lead (and badly stretched), and the Release Manager is the Product Technical Admin that cannot write one sentence in English. And then we got 3.8 hours in meetings every DAY. Why TF are Dev Managers in "QA KPI Meeting"? Why are "developers" writing documentation on "How to create meeting notes at <company>"?
And, in this hell-storm, how does one really demonstrate one's value?

Planning.
- Sales people: we will deploy and install 100 customers by the end of the month.
Meaning: 100 it's impossibile, we want actually do 50, but we set a high target so people will sweat their ass off. But we don't tell them the truth.

- Tech people: no way, we will deploy and install no more than 25!
Meaning: we could do 100 but we would die. We will guarantee 25, but since we are good we will optimise the workflow and maybe we will make it to 50. But we don't want to create expectations.

Big misunderstanding arise if these two language are used in the same meeting.

At least if I'm in the meeting as technical people

Many years ago, when I moved from a semi-experienced developer to an absolute beginner project manager at another company, my very first project was an absolute clusterfuck.

The customer basically wanted to scrape signups to their EventBrite events into their CRM system. The fuckery began before the project even started, when I was told my management that we HAD to use BizTalk. It didn't matter that we had zero experience with BizTalk, or that using BizTalk for this particular project was like using a stealth bomber to go down to the shops for a bottle of tequila (that's one for fans of Last Man on Earth). It's designed to be used by an experienced team of developers, not a small inexperienced 1-person dev team I had. The reason was for bullshit political reasons which I wasn't really made clear on (I suspect that our sales team sold it to them for a bazillion pounds, and they weren't using it for anything, so we had to justify us selling it to them by doing SOMETHING with it). And because this was literally my first project, I was young and not confident at all, and I wanted to be the guy who just got shit done, I didn't argue.

Inevitably, the project was a turd. It went waaay over budget and time, and didn't work very well. I remember one morning on my way to work seriously considering ploughing my car into a ditch, so that I had a good excuse not to go into work and face that bullshit project.

The good thing is that I learned a lot from that. I decided that kind of fuckery was never going to happen again.

A few months later I had an initial meeting with a potential customer (who I was told would be a great customer to have for bullshit political reasons) - I forget the details but they essentially wanted to build a platform for academic researchers to store data, process it using data processing plugins which they could buy, and commersialise it somehow. There were so many reasons why this was a terrible idea, but when they said that they were dead set on using SharePoint (SharePoint!!!) as the base of the platform, I remembered my first project and what happened.

I politely explained my technical and business concerns over the idea, and reasons why SharePoint was not a good fit (with diagrams and everything), suggested a completely different technology stack, and scheduled another meeting so they could absorb what I had said and revisit. I went to my sales and head of development and basically told them to run. Run fast, and run far, because it won't work, these guys are having some kind of fever dream, it's a clusterfuck in the making, and for some reason they won't consider not using SP.

I never heard from them again, so I assume we dropped them as a potential client. It felt amazing. I think that was the single best thing I did for that company.

Moral of the story: when technology decisions are made which you know are wrong, don't be afraid to stand up and explain why.

Story Time!

Tittle: About Larry.

Fun Game: Tell me if / when in this story you know the plot twist.

Setting: Years ago, non coding job.

I work with Larry a lot, Larry works remote. In technical terms Larry is senior to me and I escalate some technical issues that get assigned to Larry. I've never met Larry in person.

Larry can be hard to work with, but he's plenty good at his job and I don't mind his prickly side. Sometimes it takes telling Larry something a few times before it sinks it, but that's not a big deal. Sometimes it seems like Larry doesn't remember his cases entirely, but he has a lot of cases. Also Larry has good reason for how he works considering the land of scubs who usually escalate to him without any thought / effort.

Larry's escalation team is short staffed and they're trying to hire folks, but that's been like that forever.

So one day I get an email that Larry is going to be out of the office for a few weeks. Nothing unusual there.

My current case that I share with Larry sort of floats in limbo for a while. The customer is kinda slow to respond anyhow and there's nothing that I need Larry for.

Finally I get automated notice that my case has had a new escalation engineer. Laura. Laura is much more positive and happy compared to Larry. Understandably Laura isn't up to date on the case so we go back and forth with some emails and notes in the case.

The case is moving along just fine, we're making progress, but it's slow because of the customer's testing procedures. Then we hit a point where this customer's management pushes on sales for a solution (this customer's management is known for doing this rando like for no reason).

Down the management chain it goes and everyone wants a big conference call to get everyone up to date / discuss next steps (no big deal).

Now I really don't want to do this with Laura and throw her into the deep end with this customer, she doesn't have the background and I'd rather do this call with Larry & Me & Laura. Also according to the original email Larry is due back soon.

I start writing an email to Laura about "Let's try to schedule this for when Larry gets back."

Then I stop ... I don't really know why I stop but when it is a "political case" I want some buy in on next steps from management so I go talk to my manager.

-Plot Twist Incoming-

Long story short, my manager says:

"Laura IS Larry..."

O

M

G

I had no idea. Nobody told me, nobody told ANYBODY, (except a couple managers).

Back up a few months Larry apparently went to his managers and told them he was going to transition, surgery and all, in a few months.

Managers wondering how to address this went to HR and some new hire very young to be a manager HR manager drone logiced out in her bonkers head that "Well it shouldn't matter so don't tell anyone."

ARE YOU FUCKING KIDDING ME!!??

Thank god I didn't send that email...

I did send an email to Laura explaining that I had no idea and hoped I didn't say anything stupid. She was very nice about it and said it was all good.

After that incident made the management rounds (management was already fuming about being told not to tell anyone) things came to another critical point.

Laura was going to visit the company HQ. Laura had been there before, as Larry, everyone knew her as Larry... nobody (outside some managers) knew Laura was Larry either. With nobody knowing shit Laura was going to walk in and meet everyone ...

One manager at HQ finally rebelled and held a meeting to tell his people. He didn't want Laura walking in and someone confused, thinking it was a joke or something horrible happening.

HR found out and went ballistic. They were on a rampage about this other manager, they wanted to interview me about how I found out. I told HR to schedule their meeting through my manager (I knew they didn't want my manager to know they were sniffing around).

Finally the VP in our department called up the HR head and asked WTF was going on / kind of idiots they had over there (word has it legal and the CEO were on the call too).

HR had a change in leadership and then a couple weeks later there were department wide meetings on how to handle such situations and etc.

Got sent to a meeting to overlook the purchase of a new system for one of our departments at work.

The meeting in question was made to go over technical requirements, you know, making sure that everything was in order before a formal decision was made.

I get to the meeting, the vendor had consisted of your standard American sales reps before, standard Joes, Steves and such.

Had to reschedule the meeting because the technical spokesperson had the thickest accent in the world and I could not make sense of anything that he was saying. Neither could my coworkers. The tech person was 100% not from the U.S, and that is cool, but I could not make sense of what he was trying to say.

Oh well 🤡

Holly fucking crap
After my review meeting on friday last week this morning was called again by our technical manager, accounts manager and sales manager set e down

TechManager: Ok so after our meeting we deliberated with the rest of the management board
and we decided to add more responsibility to your plate
AcManager: yeah we feel that you can be of assistance to the organization
TechManager: Yeah our technical department is short stuffed and since you also do technical stuff we want you to also be taking charge of the department whilst I'm not in the office...
But we have some areas we are not happy and those areas will need to be improved on
any questions?

Me: No
(thinking: ok this is an opportunity for me to ask for a raise )

Traditional meeting when sales says "I need a technical guy for this meeting" and I ended up being the only "technical" guy in the room. Best of these meetings was when the customer would ask me about sales questions, disguised as "technical" ones...