Four Lessons from 2023 That Forever Changed My Software Engineering Career
Yifeng Liu shared four key lessons for software engineers: prioritize execution, build trust, ensure visibility of contributions, and focus on personal growth rather than changing others or company culture.
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In 2023, Yifeng Liu shared four pivotal lessons that transformed his software engineering career. The first lesson emphasizes the importance of execution alongside great ideas. Liu highlights that a good idea is merely a starting point, and effective execution involves rapid prototyping, gathering feedback, and maintaining alignment with management. The second lesson focuses on the necessity of trust and credibility, especially as engineers advance in their careers. Liu warns that a lack of technical knowledge or poor judgment can quickly erode trust among peers. The third lesson stresses the importance of visibility; engineers must ensure their contributions are recognized to advance in their careers. Liu suggests taking ownership of projects, increasing public presence, and demonstrating critical thinking to enhance visibility. Finally, Liu advises against trying to change others or the company culture, advocating instead for personal growth and influence. He emphasizes the need to understand individual career aspirations and to be a supportive team player. These lessons collectively underscore the significance of execution, trust, visibility, and personal adaptability in achieving success in software engineering.
- Execution of ideas is as crucial as the ideas themselves.
- Trust and credibility are essential for career advancement.
- Visibility of contributions is necessary for promotions.
- Personal growth and influence are more effective than attempting to change others.
- Understanding team dynamics and individual aspirations is key to collaboration.
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4 commentsAnd do what instead? Work overtime and through the weekends to deliver? Or lie to them at the beginning and fail to deliver in time? Setting real expectations should help the management and providing your best assessment at the planning stage should not be discouraged.
> It is essential to say no to trivial tasks.
So who ends up doing the trivial task? From the perspective of a manager, there are tasks that needs to be done to achieve an objective. And if an employee continually refuses to do tasks because it's "trivial", maybe their role in the team should be re-examined.
> However, I now know I was wrong. Here’s why: every company has its own unique corporate culture, and each individual has distinct personality traits.
Culture is co-created—it does not exist in a vacuum but is manifested by actual people. If a company is small enough you can meaningfully impact its culture even as an IC.
I think this is very practical advice. Such 'leading by example' is oftentimes contagious and can guide people or part of the company to a better direction.
Trying to 'fix' people or processes is much harder. In that case you need to convince or change mindsets by simply telling/writing. People typically don't like to be told what to do if they do not see the benefit.
If you want change... Show, don't tell.
Circle back in 10 and let us know if what you said today held true.
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