The author is currently located in Guangzhou, and has been working in the current company five years from graduation, and has grown from a team of a dozen people at the beginning of the department to nearly 200 now.
Picture from Pexels
For several years, I haven't changed my job because I am used to the comfort zone. On the contrary, I have made constant breakthroughs all the way. Because the team is growing fast and the problems are constantly escalating, there is not much time to rest and reorganize.
Of course, the growth rate of hundreds of people is only a department. The growth rate of my team is not very large, only from two to three people to the current 20 people, but the project amount is from the initial 100,000 level to the current 1,000. Ten thousand level, the difficulty of the project upgrade is quite big.
1
Self-evaluation
advantage:
Able to understand requirements quickly and accurately.
Have a good judgment and control over technical solutions.
The personality is not proactive and diplomatic, and there will be some resistance in the face of external communication, but it can still complete most of the communication and coordination tasks.
It is relatively easy to accept changes and not too rigid.
Disadvantages:
There is still much room for technological progress. Too much coordinated processing consumes energy, and it is difficult to devote oneself to technical precipitation.
I haven't changed companies yet, and I haven't got in-depth contact with other companies' culture and work processes.
other:
I have always had the heart to make products. However, several products of the team have not been successfully implemented. The direction of work is still project-based.
I yearn for the Internet in my heart, hoping to enter the Internet industry in the end.
Moving forward with the goals of architects and CTOs, on the one hand, we will never give up technology, and on the other hand, we will try our best to adjust our mentality to accept when faced with "miscellaneous things" such as management coordination.
2
Current project
I have been thinking that if you can do small projects with your current ability, you can do it with ease, and you can do it beautifully, but the reality is that you have been pushed up all the time and you can't look back at all, but it is because of this. improvement.
What I am currently doing is a provincial-level project. Although the projects are all additions, deletions, inspections and revisions, the complexity of the problems to be dealt with behind the scenes is definitely not the same as that of ordinary projects.
3
Personal perception and reasoning summary
The essence of work is to solve problems
The essence of work is to solve problems, and your position determines the complexity of the problems you face. According to the law of the development of things, a complicated matter will always have problems, large and small, and it can be said that it is abnormal if there is no problem.
When there is a problem, you should try to maintain a calm and positive attitude, without excessive anxiety and panic, because the meaning of your work is to solve the problem. When you can face it calmly, the difficulty of this problem has been halved.
The hardest thing is from chaos to order
The most difficult thing is the process from chaos to order. The successful products you see seem simple, but every function and every detail is made up of big and small decisions, and each decision will correspond to it. A lot of analysis, discussion, coordination and tangled process.
Every product or project that can bring value is great, and behind it is the crystallization of a group of people's efforts.
It’s not that simple to do one thing
To accomplish something, you need to take the initiative to push it forward. There will be a lot of resistance in this process, and all parties need to be coordinated.
Sometimes when things are over, it doesn't seem to be that difficult to look back, but if you write down every detail in the process, you must be faced with all kinds of weird problems every day.
Where there are people, there are rivers and lakes
Where there are people, there are rivers and lakes, and where there are rivers and lakes, there are right and wrong. When we were a small team, everyone was kind and honest, but when the team grew, everything was not that simple.
On the one hand, interpersonal relationships have become intricate and complicated, and on the other hand, things have become larger and more contact with the outside world. They can no longer stay in the ivory tower and have to face the complexity of society.
①There is no airtight wall
In the office, the deepest feeling is that there are no airtight walls. At work, I always hear some gossip about the company’s operating conditions, high-level trends, gossip among colleagues, and some people’s complaints about someone. It’s hard to tell right from wrong.
This is also to warn yourself not to spit on others too much, because you really don’t know how this spit gets to the ears of your spit.
At the same time, when you hear someone complaining about yourself, you don’t need to be too obsessed. You don’t know the truth or not, and conflicts are inevitable. You can change the content of the complaint.
②Leave marks on doing things
In addition, in this arena, it is also important to learn to protect yourself. When you do a big thing, you must deal with the outside. This outside includes external teams and external companies.
You can maintain sincere cooperation, but you must also pay attention to keeping traces in the process of doing things, because you cannot guarantee whether a conflict of interest will lead to the breakdown of the partnership. When you have no evidence, it is easy to be unreasonable.
I think we should try to be sincere within the team and don't care too much. However, when working with related parties outside the team boundary, you must be alert. The farther the relationship is, the higher the alert level. The relationship is from near to far: cross team → cross department → cross enterprise.
There is no absolute right or wrong, only different positions
It's a simple truth. Needless to say, it's good to be objective when things happen.
What you have done will always make sense
多做点总是有好处的，现在认为没用的事情，但是这份经验总会在某一天派上用场的。
但也要注意分清主次，不要在分支上越走越远了，有些事情点到为止拿到经验值即可。
站在用户角度思考问题
一定要站在用户的角度思考问题，如果不考虑用户的实际使用场景，容易简单认为用户都是无理取闹，武断的否定需求，最终只从技术的简易性去设计方案。
有时候一个小细节的实现能对用户工作效率带来非常大的提升，一个技术方案的确认并不那么简单，要结合用户的使用场景、技术的简洁合理、投入成本等多因素综合决策。
合理上升问题
从两方面说为什么要上升问题：
①信息断层很致命
项目经理最害怕的是任务下发后，成员埋头苦干，遇到问题不敢问，遇到风险不敢说，到了节点交付日期才说问题解决不了。
有些问题，只要及早的向上反馈，解决办法是有多种的：可能可以请教高人指点，可能可以跟客户提前交底降低心理预期，可能可以通过方案的变更降低难度。
但如果不把问题的风险尽早暴露，到了最后节点再爆发，可能问题就是一发不可收拾了。
②会哭的孩子有奶吃
领导每天要处理的事情都很多，你不出声代表你没问题，那领导也肯定不会主动去找麻烦。
所以当问题真的超出自己能力范围后，就应该考虑是否要烦扰领导，把问题上升了。
而且有些问题在自己的层面是个大问题，但是在领导的眼里根本不是问题。
要学会在必要时候合理的主动上升问题，不要什么都自己藏着掖着。当然，也要注意把握这个度，不要事事都麻烦别人。
4
关于团队管理
交付的信息越多越有利于做出正确判断
通常我们做技术的，很少会出于私心而对一些信息的交付有所保留，但很多时候是因为我们太忙，在分发任务时容易缺乏耐心。
但是对于复杂的任务，要保证成员交付的产物与你的期望一致，应该交付尽可能多的信息。
如需求的背景、你希望的实现效果及实现方式、包含的一些隐性需求（如性能、可扩展性）、潜在风险等，只有当团队成员掌握足够多的信息，在遇到问题的歧义时，他才能做出正确的判断，避免任务的返工。
梯度的搭建很重要
You can maintain a flat atmosphere, but you still have to build gradients as much as possible for your work tasks, otherwise everything will rise to you, and you will be interrupted by various trivial matters and consume your energy.
Only when the things you have at hand can be distributed, you can do more important things.
Team mood is important
When you start to lead the team, you can no longer just focus on yourself, the brothers who work with you, they are not unfeeling labor machines, when they are in poor condition, you should take more initiative to care about them.
It may be because of some personal matters, it may be because of salary and benefits, or it may be because of the intensity of work. These possibilities need to be understood instead of blindly complaining.
Only by ensuring that the team’s mood is healthy can we maintain high morale and ensure that the team has sufficient combat effectiveness.
Have requirements for team members
Don't be too kind to team members, you must make demands on members. Don't just arrange simple tasks for them because of the insufficient ability of the members or worry about the resistance when the tasks exceed their ability.
Your kindness will hinder the growth of members. Only when arranging work beyond their abilities, will they have rapid growth and breakthroughs under certain pressure, so that your members can share more work for you and achieve a win-win situation. Situation.
Don't suffer from lack and unevenness
Fairness is difficult to achieve, but we must try our best to ensure it. In terms of workload distribution, it is necessary to avoid those who are capable of taking on too much, and those who are less capable of living easily.
You must be more careful in the distribution of bonuses and benefits. It is easy to cause dissatisfaction. Don't turn good things into bad things.
Make good decisions
Team managers just make a lot of decisions and grasp the direction. Those who do technology all hope to be able to play with new technologies. Team members are usually radicals because they don’t have to take responsibility, but as decision-makers, they must weigh their pros and cons. They should not be too conservative or too radical.
Of course, it is simple to say, it takes a lot of experience and learning to do well.
5
to sum up
Time is in a hurry, and I have five years of work experience accidentally. I also stumbled along this road. The above is a summary of my personal perceptions. Of course, many of the above are "understanding" and I have not been able to do well.
It is impossible to say that you are satisfied with your working life in the past few years, but it is not full of regrets. After all, there is growth. I hope that the road ahead will be more exciting and the future can be expected.