Soldiers who don’t want to be generals are not good soldiers. This sentence can be understood in a very utilitarian way. It may correspond to ourselves: Programmers who don’t want to be CTOs are not good programmers! The understanding of this sentence a few years ago is very different from now, because I am now a CTO of a small and medium-sized company. The real way of understanding this sentence should be: each of us programmers should have lofty dreams (ideal), this involves our pattern. Only when the pattern is high enough can we go further. For example, when Han Xin is humiliated by his crotch, he is not angry. For example, there will be more time to be wronged later. Even farther, if you can see the distance, you will not be troubled by the current sorrow, so come to the Buddhist Sanlian: Whatever you want, that's it, that's fine.
Generally speaking, for small and medium-sized companies (good entrepreneurial teams), the R&D personnel are basically 50-100 people. In principle, the CTO will not be in charge of products, UI, operations, etc. If you see a company CTO will be in charge of all the above, It is very likely that he is born with products, markets, operations, and sales animals, but it will not be born with technology. The real name of this role is COO. My team is about 80 people, and they also have their own products, but the company-level business is all in the hands of a unified product team. Sometimes the boss is the biggest product manager, sometimes the market is, and more often it is The product itself is, and each department has a Tai Chi yin and yang balance in it. If this balance is out of balance, the company generally cannot go far. It will be introduced in later chapters here, so I won’t go into details here.
This is the CTO and not the end series. You can already guess that, in fact, the latter is more about some complaints or some experience in my own work. Everyone needs a platform for venting and summarizing, so I picked up my dusty account for a long time and posted some thoughts and experiences. Anyway, no one knows who I am. For discussion, let’s talk about who the CTO of small and medium-sized companies is.
The backbone of a large company
Generally speaking, the CTO of small and medium-sized companies is about the same level as Alibaba's P8, with solid technology and a piece of private land in a certain field, but this does not mean that a P7 can be a CTO. CTO can't get to P8 even if he goes to Ali. An engineer from a large company, taking P7 as an example, joins a team. If the team is not too bad, generally speaking, at least the goal of recruiting such a person is to let him be the leader, but the person in charge with a little experience will let him do the architecture. The teacher observed for a while, and it is true that not everyone with good skills can be a leader. Sometimes the greater the ability, the greater the damage. Because everyone has their own area of expertise, they are annoyed when they come out of others. For example, I was born in the back-end, and I still know a little about the front-end, but once it involves Native, Hybrid, etc. It's dying again. Today is a Vue, tomorrow is a React, and the multi-platform product Weex or WeChat applet platform has all exploded. On the one hand, the person in charge born in the front end will be in trouble in the back-end program splitting and business sorting, so a person who complements each other must appear to make up for the lack of the team. Of course, I also know some great gods, who belong to the all-pass type, but these great gods may not be on the stage of small and medium-sized companies.
Once you become a leader, because there are actually not too many obstacles in your own field, you will find out more and more why the front end can do so little? Why can't so many server problems be solved? Why can Native do so little? A better leader. Before this time, the ideas of big companies, engineering, service, etc. will be ignited. If their own execution and resource coordination capabilities are strong enough, they will push the entire R&D team forward. go. What must be emphasized here is strong execution and landing ability, because if you are born in the front-end, after this wave is finished, after the team has tasted the sweetness, the front-end team must occupy the leading position of the R&D department, and the back-end team will also be the same. Here are the two capabilities:
1. Cross-departmental coordination ability and cross-departmental resource integration ability
2. The overall situation, we must know how to make profits, we must know how to divide accounts, and we must understand each other's achievements, especially the achievements of others
To do all this, you need to be very strong (the enthusiasm and attitude here are just the foundation), and more importantly, you need to have a good reputation, at least people need to recognize you, if you don't get the praise of other teams Support, generally speaking, does nothing.
Well, after a round of brushing your presence and making real contributions, you can congratulate you. There are not so many talents in small and medium-sized teams. It can also be said that when you just entered the team, you will find that everyone around you looks pretty good. , but together, why is it so mediocre? Among these mediocrity, you say that you are outstanding. Under normal circumstances, it is time to be promoted. If you are lucky, you will become a director or other position. If you continue to work hard, it will become a reality sooner or later. The head of R&D, also known as the CTO.
There are also friends here who say that one radish is one pit, and the previous CTO didn’t leave. Why should you be in the top position? In fact, the real situation is that if your company develops well, there will be many good subsidiaries gradually appear, and you start from employees. (architect) to the leader, from the leader to the middle-level cadre (director), the normal speed takes more than one and a half years, and here, please pay attention to everyone here, in the case of P7 (at least excellent P6), all have to be in the company It takes more than a year of hard work to reach the middle level. After you are in the director position, the amount of information will be greatly different, and the chances of getting in touch with the top management CEO will be greatly increased, and if you can achieve the middle level, your own strength will not be enough. There are too many problems, then this kind of word of mouth is the key to becoming a CTO in the future, or that sentence, you must be convinced by the majority of people, even those who don’t like you, must be convinced. Regarding airborne and other topics, we will continue to expand it later, and this article will not discuss it.
Disgusting people and things start to appear
After a series of shopping, you broke through and took the position of your beloved CTO. You thought you could celebrate the summit with joy, but sorry, you often find that the ending you thought may be just the beginning.
CTO is difficult to do, especially in the early stage. This kind of difficulty is not only difficult to do, but also psychologically uncomfortable. It is really uncomfortable!
When we are doing front-end and back-end or native development, we often only focus on our own layer, and the front-end most complains that the back-end interface is stupid, and if we are a little motivated, we want to optimize all this; when we are an ideal leader When we are a director, we will help other teams more, and when we are directors, we will find out, why are other departments so stupid? ? ?
有些时候真的想用蠢来形容，跳出了研发的圈子，产品、UI、运营等部门会越来越多的接触，于是不省心的事情会接连发现，而每个公司每个部门绝对会有同一种情况：
为什么公司会有那个毒瘤？
对的，你没有看错，每个公司乃至每个团队都一定会有几个毒瘤，这里毒瘤一定会有一些共同的特点：
1、强势，在工作上除非他需要求你，否则不会给你留面子，有时候他要求你也不会给你留名字，说话很生硬；
2、小公主（绝不只是女人，有时候甚至是老板），睚眦必究，需要你哄着我，你不哄着我我就给你穿小鞋；
3、纯傻逼+马屁精（HR居多），不做评论
之前有人用了一张图表示彼此之间的关系：
在中小公司来说，CTO眼中的真实想法可能不是这样的，会有所不同：
你会发现，你可能不被所有部门喜欢，同时你也不喜欢所有部门的负责人，正常情况下，各个部门的负责人都是严格筛选上来的，这些人都是人精，而这些人中有两种人最让人讨厌：
1、强势的人（一般来说，强势的人自带小公主光环），虽然被所有的人不喜欢，但没人想惹。
2、老板最喜欢的马屁精，没人敢惹。
所以呢，出了研发的圈子，你就需要跟所有的以上打交道，而且这些人普遍是不认可你而你也不认可的人，你的资源统筹能力或者强执行落地能力一出了自己团队变得毫无意义，这里的两个主要原因是：
1、目标不统一，你的目标不是我的目标，我为什么要成就你。
2、主导性，这个事情可以做，但是需要我来主导。
目标问题，需要CEO做很多工作都未必能达成一致，主导权这个东西更是谁都想摸一下，一般来说，我们总会高估自己，至少是局部高估。而部门负责人一定都是各种信息量很大的人，知道各个部门的一些问题，这个时候一些想做事的部门负责人往往会陷入，信息量与能力不对等，知道的太多，能做的太少，就会陷入极度忧虑。
里面特别是胡乱强势+小公主组合，会极大的破坏部门之间的正常交流，导致业务停滞不前，这种消磨与内耗便是痛苦的根源，你要做事还需要去讨好各种小公主才能继续做事，那么便是真正受挫的开始，这个时候就要时刻念叨韩信韩信韩信，期待能解决问题了。
更让人受挫的是，我们总会以为这个人情商低，哪个人蠢，有时候也在念叨，如此之人怎么可能成为这个职位的负责人，但是不要惊喜，不要意外，公司就是会存在这种人，各个职位都会出现，总有这样那样的契机让这种人出现在那个关键的职位，就算现在不出现，以后也一定会出现，当你在抱怨的时候，可能其他人正在抱怨你。
你觉得你是CTO，是研发的负责人，在其他人看来，你不过是研发的负责人罢了，而职位越高，性格所带来的缺陷会越大，这种破坏力也就越大，整个这一切是无解的，想要走的更远，就必须接受你自己可能是个傻逼，你需要跟各种小公主共事的事实，所以，与君共勉吧。
下篇待续......