Soft Skills Engineering - Jamison Dance and Dave Smith

View Top 200 Chart

Back to Rankings Page

Software How-To
**Soft Skills Engineering – Jamison Dance and Dave Smith**

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.

Latest Episodes:

Episode 374: Secret burnout and no room for failure Sep 18, 2023

Show notes

This episode is sposored by OneSchema, the best way to build CSV import into your product.

Check OneSchema out at https://oneschema.co/softskills

In this episode, Dave and Jamison answer these questions:

Morning! I will cut straight to the chase: I’m burned out and tired. At the same time, I’m aiming to get a promotion during the next cycle. My manager is aware of the latter, but not the former. Should I tell them? I suspect that I would get a lighter work load and less responsibilities, but it might also impact my chances at getting a promotion. The project I’m working is a “high stakes, tight deadlines” mess. I usually would just take a week or two of PTO, but the tight deadlines make it hard. Do I grin and bear it till promotion cycle (another 4-6 months) or just tell my manager and risk losing the rewards?
I’m about to get promoted to L6, what my company calls Lead Engineer, but I have to move to another team for it to happen. The other team already has a few people who are applying for that same promotion, and they got skipped over for my promo. They’ve also been devs longer than me. (4 years for me) So, I’m worried about tension on that team when I join.

On top of that, I’ll be learning this role too! How can I make room for myself to have failures and make poor decisions, while also not undermining my expertise? How can I step into this lead role while not stepping on the toes of the engineers already on the team?

Any tips for someone leading a team for the first time, while also joining that team?

Episode 373: I have no vision and not-so-positive environment Sep 11, 2023

Show notes

In this episode, Dave and Jamison answer these questions:

Love the show, you guys have saved my bacon more times than I can count!

I interviewed at an organization for a Senior Engineering role, but the interview went so well, they actually offered me the option to accept a Staff role! I definitely didn’t feel ready for that, but I accepted as a way to stretch and challenge myself. The company has been through some internal churn and re-arranging for most of my time there, and I bounced between a lot of projects, which means I’ve now been at the company coming up on 2 years, but not really had the chance to grow into the role. Now, I’ve been here awhile, don’t have a lot of excuses, and am bad at being a Staff Engineer. My biggest failing, is that I lack a bigger vision for our project, beyond just meeting customer needs for today. I’m not even sure how to start building that bigger vision! In my current project, this is especially apparent, because we do need to meet internal customer needs, but the end goal is a larger platform. We need features that inspire new avenues of work as well as enable current ones. How the heck do I even begin to start imagining what this bigger vision could be? Moreover, once I have that vision, how do I get buy in for that vision? My inability to do this kind of forward thinking has been a boat anchor around my ankles my entire career, and I’m lost as to where to even start.

Help me guys, I love my job, but I fear I’ve become the embodiment of the Peter Principle. Help me chew my ankles off to save my career
Listener Trevor asks,

‌

I work as a data scientist at a small company. I joined the company specifically because of the positive work environment. I do mostly software development and until recently have only received positive reviews.

Recently we had a heated meeting with the CTO and CFO where we demonstrated that a customer’s request wasn’t feasible. The CTO challenged and expressed disbelief in our numbers which we had thoroughly analyzed and confirmed as accurate. I felt like their reaction was due to our results conflicting with our business needs.

After that, my manager began pushing me to prioritize data science tasks. He attributed the outcome of the meeting to my lack of attention to detail, even though the results were accurate. He also said this would affect my next performance review. We reached a resolution when I apologized and committed to improvement. I’ve only received positive feedback since, but I still feel the assessment was unfairly based on such a brief meeting.

Now I view the company and my manager differently. Without the positive work relationships with management and colleagues, I’m not sure what is keeping me here. Our tech stack is outdated, and there’s reluctance to change practices. For example, we didn’t have a CICD pipeline until only a few months ago. Additionally, the performance review and promotion schedules are nebulous and irregular.

I’m uncertain about my next steps. Should I address the perceived unfairness of the meeting feedback? Or would it be better to start exploring other job opportunities?

Episode 372: Equity and getting interrupted in Zoom meetings Sep 04, 2023

Show notes

This episode is sposored by OneSchema, the best way to build CSV import into your product.

Check OneSchema out at https://oneschema.co/softskills

In this episode, Dave and Jamison answer these questions:

I joined a startup at the peak of the tech bubble which sadly means that my equity was based on the company’s valuation which was very over-valued. To corroborate this, the company has not grown much in terms of users or revenue. The company also had a layoff just like many startups.

As even public or unicorn tech companies are often devalued by 50-75%, I think it is reasonable to say that my equity grant is worth a lot less and I’m being underpaid.

Most likely, I will leave the company anyway for some other reasons, but I was curious whether it would be reasonable to ask for significantly more equity. From a pure financial point of view, if a company is valued 75% less then asking for 2x does not seem too unreasonable to me, but I can see that it can be seen as too calculative and the company may be unwilling to grant more equity to that extent. What do you think?

Assuming that asking for more equity grants is not unreasonable, I’m also curious how you would bring it up to your manager without looking to be too greedy.
I have been a software engineer at a large finance firm for around 2 years out of school. My team works in a hybrid model but most of my meetings are still remote.

At least once every couple weeks when I try to ask a question or otherwise participate on a group call or more rarely when I’m responding to a question about my own topic I get interrupted and completely cut off by more senior people on the call, such as my manager, product owner or architect. The other developers and technical people rarely interrupt each other.

Some other details: I try to wait for pauses before speaking, and have tried reiterating after the new topic changes again but often it’s just too late. I also tried ignoring the interruption and continuing to speak but I really don’t enjoy having to do this in order to be heard and it feels disrespectful.

I’ve noticed this also happens to other more junior members of the team, most of whom are much more reserved in meetings than I am. Another thing to mention is its not really a problem for me during in-person meetings.

Am I being a special snowflake to find this annoying and humiliating or is it just par for the course of being a more junior member of the team?

Episode 371: After Mary Poppins and credit denied Aug 28, 2023

Show notes

In this episode, Dave and Jamison answer these questions:

Kate asks,

Hi Dave and Jamison!

I’m in a situation where my predecessor, Jane, was a super helpful “Mary Poppins” type. She did anything and everything beyond her role for the sake of being a team player. I was told she even went as far as providing homemade snacks for meetings.

I, on the other hand, am a one trick pony; I only do the tasks I’m paid for. I’m often indirectly compared to her and worry I’ll be seen as an inadequate despite doing my duties well.

Should I go with the “ol reliable”? Or wait to see if her legacy fades? Thank you so much!!
I’ve been involved in a project (architecture, design, code review) that has been ongoing for several months now, and I’ve put many hours and days supporting the project success, but only on the engineering side and not the PM. The obligatory announcement email blast came not too long ago, and my name was dropped from the pretty long list of people who have been involved with the different aspects of this project. On one hand, I feel that I should have been acknowledged for my contribution to the project success, especially when exposure to LT is at play here, but on the other hand I don’t want to play politics at work, I want to make great products for our customers while learning a lot and working with smart people.

My question is should I care? I hate the fact that it’s even bothering me.

Episode 370: Fake imposter syndrome and opposite ends Aug 21, 2023

Show notes

This episode is sposored by OneSchema, the best way to build CSV import into your product.

Check OneSchema out at https://oneschema.co/softskills

In this episode, Dave and Jamison answer these questions:

Hello Jave and Dames, Long time listener short time Dev. Big fan of the show, my confidence in my skills as a programmer has always been pretty low so having a podcast centered around the “soft skills” instead of more complex topics like “Covariance and Contravariance”, “Temporal Logic”, or “Basic Addition” gives me the strength to press further on.

Onto the question, how do you gain more confidence in yourself as a developer and not feel like a burden to your team?

I’m a recent graduate with a bachelors in CS. During my time in University I struggled and took more time to grasp many of the concepts than my peers. After somehow graduating I was too scared to even look for a programming job for a full year.

After being encouraged by some amazing people I finally applied and started a job as a Junior Dev for a software company and I’m now in a constant state of screaming internally. Everyone there is so much smarter, the training routine consists mostly of being given a project then having to stop another developer for help. And we program in an IDE and language that is so underused and underdocumented that I won’t name either for fear of doxxing the company.

I actually like the job, my coworkers are super nice. My project manager is the same and cares about the team. I’ve finished the projects given to me on schedule so far and of course it’s pretty nice making more than minimum wage + tips.

Any advice on how to gain confidence? I’m programming and learning in my off time but I’m still worried one day they will see me for the weak chain in the linked list I am and will delete me from existence and linkedin as I’m assuming is standard for firings in the tech world.

P.S. If you tell me to quit my job I will simply find a second job to quit, Checkmate.
Listener SuperSonny asks,

My boss and myself have a difference of what is a value added activity to the company. Even when we agree that our end goal is the same our approaches are night and day different. We have discussed this many times and understand we are different people but can this relationship work? This has created a lot of tension in our work relationship. Can two people at different ends of the “thought process” spectrum work together?

Episode 369: Staying at a sinking ship and behavioral interview questions Aug 14, 2023

Show notes

This episode is sposored by OneSchema, the best way to build CSV import into your product.

Check OneSchema out at https://oneschema.co/softskills

In this episode, Dave and Jamison answer these questions:

My employer offered a retention bonus after:
1. The CTO left two weeks after I arrived
2. Two weeks later 1/4 of the staff was laid off
3. Two weeks after that the COO left
4. Two weeks after that 2 board members resigned
5. Three or Four weeks after that the Director of Engineering left
What does that mean? What do I look out for?
I discovered your podcast just about 2 weeks ago and I love it, and I listen to them daily when driving to office, this make forced RTO feels a little bit better.

I am currently a mid to senior SWE at FAANG. For the past 1.5 years I have been trying to interview for other opportunities at Staff level. I have good result with coding and design interview but I felt like I’m always falling short at behavioral questions. Example is “Tell me a time when you have a conflict”. How do I go about showing seniority in these type of questions? I led a few projects and powered through a lot of conflicts to deliver results at my company, at the same time I can’t think of a particular methodology I used to get through them. There were times I compromised, pushed back hard, meet halfway depends on situation. I dont want to show i’m a pushover at the same I don’t want to show i’m not easy to work with. What are the signals they are looking for for a Staff level engineer in behavoral style questions

Episode 368: Manager in crisis and cutting costs Aug 07, 2023

Show notes

In this episode, Dave and Jamison answer these questions:

I am a senior engineer working in a team of 7. My team lead went through a pretty rough divorce in December. Since then he’s been quite distracted and disengaged at work. I decided to help him out by temporarily taking on some of his responsibilities.

Over the months things seemed to have gotten worse. He shows up late for the 10am standup meeting almost every day. He never contributes anything in stakeholder meetings. I am effectively leading the team at this stage.

Last week we had a one-on-one meeting to conduct my annual performance review. I wanted to discuss my situation and a potential promotion/raise. Instead he spent the entire hour crying about his life situation. He also shared with me that he has been heavily drinking and doing drugs for the past few months. He is clearly in a very dark place. I have experience with depression so I was able to empathize and offer some advice. I genuinely feel bad for him and I’m a quite worried that he might not be OK.

But now I’m in a difficult situation. I’m sleep deprived while trying to do the job of de-facto team lead/manager as well as my regular senior/IC role. I don’t think anyone in HR or management is aware of what is going on.

I don’t know what to do about this. I feel that if I tell HR about the situation that I will be betraying his trust. (and I might even get him fired depending on how much I divulge)

On the other hand if I do nothing then I’m the one who has to keep shouldering the burden without compensation. It’s also negativity impacting the team as I have no management experience while simultaneously my code quality is suffering.

This is putting me under a lot of stress during a time when I’d love to spend more time with my newborn.

Sorry for the long and difficult question. Even if you don’t answer it at least I feel better for sharing this with someone :)
Hi there! Long time listener, first time caller. I’ve been working at a small, seed stage startup for a little over a year as a senior IC and team lead. There are developers on another team who have been working at the company longer than me who have… questionable practices. For example, in production they set their log level to debug because they claim it is critical for them to find and fix bugs. However I’ve never seen or heard of an example of them actually using these logs to fix a problem, and this results in log spam and higher cloud costs. Whenever I try to open a dialogue about this or another one of their practices, they’re quick to deflect and insist on not changing anything. They don’t get defensive but just don’t want to do anything differently. Usually I give them my opinion and let them handle their own services but we’re seeing real financial costs to their decisions. I know our greatest costs are on people but I think we should still be responsible with our cloud spending. How can I get these other developers to Quit Their Job™ or otherwise be more open to new ideas for their practices?

Episode 367: Hybrid denier and recovering from crying Jul 31, 2023

Show notes

In this episode, Dave and Jamison answer these questions:

We’ve recently switched to mandatory 2 days of in-person work a week but my employee keeps working from home! Whenever I ask him to come in person he says sure but continues to work from home. When I confront him about not showing up in person he just says “sorry I wasn’t able to make it that day”. He’s a good employee so I don’t want to fire him, but I’m concerned about what upper management will say if/when they find out about this. What should I do?
Hi! I am a huge fan of the podcast and a longtime listener.

I recently made a professional judgment call in a high-stress situation that, unfortunately, did not turn out well. It was an excellent learning opportunity for me. Both my team and mentors were very supportive and said they’ve all fumbled at one point in their career.

I was understandably reprimanded in a private meeting with my manager. I embarrassingly started crying halfway through, which I’ve NEVER done before in a professional setting.

I momentarily excused myself to regain my composure, but even after resuming I had to keep the the tissue box close by.

It was awkward, and I could tell my manager was very uncomfortable despite being his kind demeanor. I am worried my reaction will call my reputation and professionalism into question. Please help! How do I recover from this?

Episode 366: No FE work and my co-worker is a parrot Jul 24, 2023

Show notes

In this episode, Dave and Jamison answer these questions:

I’ve been working with this fintech company for the past year as the only FE developer in a team with other 6 BE developers, but recently, I’ve noticed that the product team has slowly stopped including frontend (FE) tasks in the sprints. Moreover, they seem to have deprioritized FE tasks in general, allocating me only one task that I can extend at most to three days within a two-week sprint.

This scarcity of work has been bothering me and has left me feeling unwanted in the team, which is particularly pronounced given there’s a significant amount of FE work that needs to be done, yet these tasks still don’t seem to make it into the sprints.

During our one-on-one sessions, my line manager has given me good feedback, which leaves me even more confused about the situation.

I’ve raised my concerns about the lack of work with my manager, who simply suggested that I discuss the issue with the product team or feel free to tackle a backend (BE) task. When I’ve tried to engage with the product team, they usually dismiss me with non-committal responses such as “we have some work coming.” and sometimes “we’re at max capacity as of the allowed story points in a sprint, try helping where you can”. Additionally, when I’ve attempted to take on some BE tasks, my colleagues often seem too busy to guide me through this new approach, leaving me in absolute frustration.

Other FE developers from different teams seem to be shipping loads of features. Given these circumstances, am I genuinely unwanted on my team? What further actions should I attempt before quitting my job ? any advice is appreciated.
I suspect one of my colleagues is either not an actual dev or not as skilled a dev as they claim to be. During meetings, whenever they are asked a question, there is always a very long pause before they unmute, and sometimes when they do unmute, I hear the tail end of a different voice answering the question before they themselves answer the question. Should I bring this up to my manager?

Episode 365: Rerun of 307, side hustles and telling me when you are stuck Jul 17, 2023

Show notes

This is a rerun of episode 307. Enjoy!

In this episode, Dave and Jamison answer these questions:

I work for a big bank. I recently found out I am severely underpaid. I have only received “exceeds expectations” ratings since joining over 5 years ago. I rage-interviewed at a bunch of FAANG companies, made it to the final rounds of all, but always came up short on the offer.

Expectations at my current job are low. I’ve been putting all my extra energy and time into my own startup idea with a group of small people, that shows a lot of promise.

I so desperately want to leave my current job, but I can’t prep for interviews and work on my startup at the same time. I never interviewed since joining the bank over 5 years ago.

I truly believe my startup can ultimately be my escape, but I’m just grappling with the fact that it may take years before I can quit vs. if I got a new job I’d have much better pay and not be depressed at my 9-5.

P.S. are you hiring?
I’ve recently been placed as tech lead for a small group of 3 people, myself included. One of my teammates seems to be having a hard time communicating in a timely manner when they are stuck on something or when their task will be late. I’ve spoken to that person a few times individually on the importance of communicating early and often, but it seems like that person is happy to just muddle on until the time runs out.

I’ve had to jump on to finish some work that was time sensitive and I’ve gone to greater lengths to slack dm on how things are going. It’s getting old. I don’t want to be micro managing. Each time I bring it up with them, it seems to get through but never manifests in action. I’m not sure if this person realizes the impact that lack of communication has especially in a remote first setting. A sense of urgency might be helpful in some respects.

At one of our 1on1 dm chats the topic of imposter syndrome came up and we shared our mutual struggles with it. I’ve tried to encourage that person that my dm’s are open and can help but I can’t keep checking in. There should be some ownership on their end to getting help from me. How do I get this person to communicate more, share blockers or confusion so we can finish our work on time and learn on the way?

Love your show, long time listener, first time caller.

Our TOPPODCAST Picks

Follow Us

Stay Connected

Soft Skills Engineering – Jamison Dance and Dave Smith

Related Podcasts

Links

Stay Connected