可以制造各種東西的游戲

重點 (Top highlight)

A few years ago, I was a software engineer at a medium-sized company. I’d been there just under two years, and I was seven years into my career. I was doing…okay. At a glance, I was a quick, versatile engineer with above-average product intuition. I oriented myself in new codebases easily. If you needed something shipped, come hell or high water, I would build and ship it for you. Occasionally, I wrote tests.

幾年前，我是一家中型公司的軟件工程師。 我去過那里不到兩年，而我職業(yè)生涯只有七年。 我在做...好吧。 乍一看，我是一名具有超常產(chǎn)品直覺的快速，多才多藝的工程師。 我很容易地將自己定位在新的代碼庫中。 如果您需要裝運的東西，請下地獄或高水位，我會為您建造和裝運。 有時，我寫了測試。

My title was Senior Software Engineer, and I was restless.

我的頭銜是高級軟件工程師，所以我很焦躁。

I’d just gotten a new manager, someone I thought knew me pretty well. In our second 1:1, he said something that stopped me short.

我剛找到一個新的經(jīng)理，我以為我很了解我。 在我們的第二個1：1中，他說了些讓我失望的話。

“When you tech-lead, I see you focusing too much on the technical side of things,” he told me. “The job also includes team alignment, product support, communicating with other parts of the company, managing up…”

他告訴我：“當您擔任技術(shù)主管時，我會看到您過多地關(guān)注事物的技術(shù)方面。” “工作還包括團隊調(diào)整，產(chǎn)品支持，與公司其他部門的溝通，管理……”

I was very surprised by this. Not because I thought I was amazing at the things he listed, but because in my mind, I was so painfully behind technically that everything else was barely worth stressing about. It was clear to me that I had miles to go, that it would be a mistake to move any further into people management before I was exceptional myself, that technical depth was my limiting factor.

我對此感到非常驚訝。 并不是因為我認為我對他列出的事情感到驚訝，而是因為在我看來，我在技術(shù)上如此痛苦地落后，以至于其他所有事情都不值得強調(diào)。 對我來說很明顯，我還有很長的路要走，在我成為杰出的我之前，進一步進入人員管理是錯誤的，因為技術(shù)深度是我的限制因素。

“Impostor syndrome,” people said, because I’m a woman.

人們說“ Impostor綜合征”，因為我是女人。

🤷?♀? Bad pattern matching.

Bad模式匹配錯誤。

Looking back now, I can more precisely describe what I was missing: I had no idea what a kernel was. People compared databases and I didn’t know the words they were using. I didn’t understand the difference between stack and heap memory, not really. I was afraid of the C languages. I could’ve told you some of the characteristics of a REST API, but not the underlying philosophy, not why it was better or worse than GraphQL. I had no opinions about dependencies or how to manage them. I’d never tried to make a webpage load faster. What’s multithreading? Is it different than multiprocessing? How does DNS work? What should you consider when selecting a library for front-end state management? Why use a type system?

現(xiàn)在回首，我可以更精確地描述我所缺少的東西：我不知道內(nèi)核是什么。 人們比較了數(shù)據(jù)庫，但我不知道他們使用的單詞。 我不明白棧和堆內(nèi)存，沒有真正的區(qū)別。 我很害怕C語言。 我可以告訴您REST API的某些特征，但不能告訴您基本的原理，而不是為什么它比GraphQL更好或更壞的原因。 我對依賴項或如何管理它們沒有意見。 我從未嘗試過加快網(wǎng)頁加載速度。 什么是多線程？ 它與多重處理有什么不同嗎？ DNS如何工作？ 選擇用于前端狀態(tài)管理的庫時應(yīng)考慮什么？ 為什么要使用類型系統(tǒng)？

At the time, I had no way to interrogate my blind spots. All I knew was that people were kind to me, but they did not need me. They wanted me to succeed so that I would be a success story, not because I had any real responsibility. When I looked for the engineers who, if they left, the company would be set back in a meaningful way, I was not among them.

當時，我無法詢問我的盲點。 我只知道人們對我很友善，但他們不需要我。 他們希望我成功，這樣我才能成為成功的故事，而不是因為我負有真正的責任。 當我尋找工程師的時候，如果他們離開了，公司將以有意義的方式倒退，我就不在其中。

If you talk to any senior engineer, they’ll cheerfully enumerate for you every stupid decision they ever made, that they and probably forty other engineers then had to live with for years. The language or library or platform they used because it sounded cool. The nine months they spent thoroughly reinventing the wheel. The data pipeline made of cron jobs that ran out of memory twice a week. The other data pipeline in the cloud that cost tens of thousands of dollars a month. The poorly-thought-through APIs. The wildly over-engineered log browser. The form builders. The code generators. The top-to-bottom rewrites. The sprawling mess of microservices. The NoSQL database they chose to store their extremely relational data.

如果您與任何高級工程師交談，他們會為您高興地列舉出他們所做的每一個愚蠢的決定，他們以及可能還有40名其他工程師不得不忍受多年。 他們使用的語言，庫或平臺，因為聽起來很酷。 他們花了九個月的時間徹底地重新發(fā)明了輪子。 由cron作業(yè)組成的數(shù)據(jù)管道，每周兩次內(nèi)存不足。 云中的另一個數(shù)據(jù)管道每月花費數(shù)萬美元。 缺乏思想的API。 過度設(shè)計的日志瀏覽器。 表單生成器。 代碼生成器。 從上到下重寫。 微服務(wù)泛濫成災(zāi)。 他們選擇了NoSQL數(shù)據(jù)庫來存儲其極為相關(guān)的數(shù)據(jù)。

Every senior engineer has these stories because making these mistakes is how you become senior. It’s how you develop good code taste, and an intuition for when things are getting too complicated or too abstract or too far from the problem you’re trying to solve. There’s no other way to get this knowledge. Trust me, every senior engineer I ever met tried to explain it to me, and I never got it.

每個高級工程師都有這些故事，因為犯下這些錯誤就是您成為高級職位的方式。 這是您培養(yǎng)良好的代碼習慣的方式，以及當事情變得過于復(fù)雜，過于抽象或與要解決的問題相距太遠時的一種直覺。 沒有其他方法可以獲取這些知識。 相信我，我見過的每位高級工程師都試圖向我解釋它，但我從未得到它。

But once you’re on the other side, you want to protect others from making the same mistakes. Especially women and under-represented minorities — there are so few already, even at mid-level. So you give everyone training wheels. You make them write the tech specs and unit tests and postmortems that you never did. You remove all consequences of failure.

但是，一旦您站在另一側(cè)，就想保護他人避免犯同樣的錯誤。 尤其是婦女和代表性不足的少數(shù)民族-甚至在中層階級，已經(jīng)很少了。 因此，您可以給所有人提供訓練輪。 您讓他們編寫從未做過的技術(shù)規(guī)格，單元測試和驗尸。 您消除了所有失敗后果。

Your engineers learn to win your approval instead of learning to build things that work and keep working. They look to you for opinions because they don’t have many of their own. You prevent them from making the mistakes that you made and learned from, so they do not learn.

您的工程師學會了贏得您的認可，而不是學習構(gòu)建可以正常工作的東西。 他們向您尋求意見，因為他們自己沒有很多。 您可以防止他們犯下自己從中學到的錯誤，這樣他們就不會學習。

When truly important projects come along, they are not ready to lead.

當真正重要的項目出現(xiàn)時，它們還沒有準備好領(lǐng)導。

So you’re a mid-level engineer now. What to do? I have some suggestions.

因此，您現(xiàn)在是中級工程師。 該怎么辦？ 我有一些建議。

Start optimizing for decision-making ability. Take on projects where you get to choose what your stack will be, what tools you’ll use, how you’re going to solve problems that come up, how much tech debt you’re going to accrue, what you’re going to build and when. You’ll do it all wrong at first, but your instincts will get better at a rate that will surprise you. You’ll fix mistakes where you can, and live with them where you can’t.

開始優(yōu)化決策能力。 承擔一些項目，在這些項目中，您可以選擇堆棧是什么，將使用什么工具，如何解決即將出現(xiàn)的問題，將產(chǎn)生多少技術(shù)債務(wù)，將要承擔的費用。建立和何時。 首先，您會做錯所有事情，但是您的直覺會以令您驚訝的速度變得更好。 您將在可能的地方修復(fù)錯誤，并在不可能的地方與錯誤共處。

Be the primary engineer on projects that feel too big. If you can’t do this because somebody won’t let you, go somewhere else. There are a million startups with too few engineers and too much to build.

成為感覺太大的項目的主要工程師。 如果您因為有人不允許您而無法這樣做，請轉(zhuǎn)至其他地方。 有上百萬個創(chuàng)業(yè)公司，工程師人數(shù)很少，而且建設(shè)的東西太多。

Look for places where things are a little chaotic. Before you have a track record of building and maintaining critical systems, it’ll be hard to talk people into granting you the kind of responsibility you want at a company with lots of structure. Even if you manage it, it’ll feel too precious, and you’ll be too careful with it. So go somewhere where responsibility is not scarce.

尋找事物有些混亂的地方。 在擁有建立和維護關(guān)鍵系統(tǒng)的記錄之前，很難說服人們授予您想要的具有組織結(jié)構(gòu)的公司那樣的責任。 即使您對其進行管理，它也會感覺很珍貴，并且您會對此過于小心。 因此，走到責任不稀缺的地方。

Your goal is no longer to find mentors to teach you everything. That strategy might’ve gotten you from being a junior engineer to a mid-level one, but it won’t make you senior. Start building things on your own, even if it’s scary.

您的目標不再是尋找可以教您一切的導師。 這種策略可能使您從初級工程師變成了中級工程師，但并不能使您成為高級工程師。 即使很恐怖，也可以自己開始構(gòu)建東西。

Build things quickly. Build things for people. Build things that get used.

快速構(gòu)建事物。 為人打造事物。 建立有用的東西。

Build terrible things, and learn.

建立可怕的東西，學習。

翻譯自: https://medium.com/@emmazhou/build-terrible-things-62c419d91db0

可以制造各種東西的游戲

總結(jié)

以上是生活随笔為你收集整理的可以制造各种东西的游戏_制造可怕的东西的全部內(nèi)容，希望文章能夠幫你解決所遇到的問題。

如果覺得生活随笔網(wǎng)站內(nèi)容還不錯，歡迎將生活随笔推薦給好友。