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numbers don't lie right for me it's just
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Revenue at the end of the day if my idea
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makes the most money no one's going to
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say anything to me I don't know I
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thought I was like a personality hire or
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something hey everyone it's Ryan
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Peterman here with another episode of
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the podcast today we have a guest who
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went from a new grad at Google all the
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way to staff by the age of 28 he did it
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very fast he has a lot to say about how
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to get promoted in Google's culture and
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how to work with your manager but I
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think the thing that was most
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interesting to me about him was that
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he's the first person whoever told me
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that he wishes the opportunities for for
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promotion to staff came later in his
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career and he explains why that's the
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case if that sounds interesting to you
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let's get into the conversation Ricky
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welcome to the Pod so today I want to go
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over bit about your career I know you
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were at Google pretty much your entire
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time so you did an internship at Google
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you committed full-time and you went
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from Junior all the way to staff in your
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20s and I just felt like there's a lot
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to learn from that so I want to lay that
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all out today yeah I'm super excited to
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be here and I hope that this podcast is
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very helpful to everyone else can you
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walk me through the overall Arc of your
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career can you just lay it all out I'm
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kind of curious about the compensation
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and also how fast you got all the promos
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at Google I started as a new grad in
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2017 and around then I was making 180k
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and I had some sign on bonus and I think
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that's pretty normal for a new grad
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offer from Google and then after that I
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got promoted in a year and a half to
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level four or what we call like a
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midlevel engineer and at that point my
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compensation was around 250k which is
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again about average for an L4 and a year
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and a half after that I got promoted to
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L5 so I made it from 3 to 5 in 3 years
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that's very fast I got very lucky very
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fortunate with my team on average I
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would say it would take maybe like four
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or five years to get that done so I did
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it you know maybe a year and a half or
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two years faster than average so at
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level five my compensation was 350k
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which is again about average it was a
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little bit higher because of my initial
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stock Grant and then 3 years after that
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I got promoted from 5 to six so from
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senior to staff level and at the staff
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level my compensation was around 500 or
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it currently is around 520 maybe more
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but it's around there and again that's
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also pretty average I think these
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numbers really align with what you see
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on levels.fyi so hopefully it's no
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surprise to anyone so let's go into the
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first one that Junior to uh mid-level
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promo you said you did a year and a half
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at Google what did you learn along the
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way can you tell us more about the
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ratings that you got and also a little
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bit more about the process maybe we can
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start with the ratings yeah Google does
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ratings on a six-month cycle so the very
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first half I got a me expectation which
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is pretty normal for anyone who's only
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worked there there for 6 months and then
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after that I exceeded expectations and
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then after that I got the promo with the
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level higher than that I was really
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nervous about going for this promotion
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just because it was like really ahead of
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schedule so I was really unsure at the
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time if I was going to get it I
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definitely had all the attributes I felt
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like for the next level in terms of my
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impact and how well I was doing at work
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but I just wasn't sure if my tenure
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would support that and I was a little
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bit worried being docked about that but
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luckily my manager was supportive helped
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put me up for uh promotion and I ended
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up getting it it sound like you knew
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about it is it initiated by the employee
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or the manager at Google at Google it
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should be definitely initiated by the
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employee I would say though more than
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anything it should be an ongoing
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conversation between you and your
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manager just making sure expectations
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are set of when you plan on going for
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promotion what projects you're working
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on and what's going to move you to the
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next level I was asking my manager hey
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do you feel like the these projects that
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I'm currently doing are for the next
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level and making sure my own
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expectations were set making sure the
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projects I were doing were indeed for
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the next level I see so you were fully
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aware that the promo was happening and
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you were managing up throughout the
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whole process yeah definitely I fully
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support managing your manager I think
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it's something that you have to do if
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you want an accelerated promotion time
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line what was it that you you did that
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actually made the difference at this
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level I think just being able to have
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Independence and finish projects on your
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own is really the Hallmark of what
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people are looking for when you're
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getting promoted from 3 to four or
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Junior to midlevel that you just don't
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need that much handholding you can
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unblock yourself on your own is there
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anything that you did that helped you
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unblock yourself anything you'd
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recommend for someone that is Junior to
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become more independent on the project I
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would say what helped me the most was
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just asking a lot of questions I think a
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lot of people when they first start
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because of imposter syndrome they don't
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want to seem dumb and I didn't want to
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either but I kept telling myself and I
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kept reminding myself hey I'd rather ask
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questions and look dumb and learn
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something and maybe I'll get fired cuz
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people think I'm dumb then to do nothing
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not learn anything not ask any questions
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and get fired I really try to overcome
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my imp passive syndrome with that
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mindset and I think that's what helped
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me learn a lot from others um because in
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general a lot of people are really
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willing to help really um wanting you to
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succeed and grow grow um so through that
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I was able to learn how to do things on
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my own and move my projects forward by
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asking people questions rather than
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asking my manager to figure it out for
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me you don't want to ask too quick
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because then you don't learn anything
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and someone just gives you the answer
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yeah but you also don't want to block
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for too long cuz you're just going to be
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sitting there and not learning anything
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and it's not productive especially when
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I had interns or people who are new the
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industry I feel like you should reach
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out if you spend more more than half a
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day on something if you spend 4 hours on
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something and you make no progress
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nothing's going to change you might even
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want to reach out sooner than that but
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of course you want to give it a good try
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before you ask the questions yeah 100%
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And I think definitely if you're asking
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the same question multiple times then is
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maybe a red flag you get stuck after
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working a while and you ask the question
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that's totally fine it's normal and
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expected definitely yeah there there's
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got to be this upward trajectory if your
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diffs they constantly get tons of
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feedback back and that doesn't change
[06:30] (390.76s)
after months of work on the same code
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phase something's off there but it it's
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totally okay if there's the iterations
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are coming down there's a lot of
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questions but it's getting better over
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time that's that's ideal growth so you
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got that promo pretty straightforward
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honestly in the industry that promo is
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just a matter of turning out code and
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just doing it more independently so
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makes sense that is like aligns with
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what I think as well um let's talk about
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the senior promo I think you know on
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this promo there's a little bit more
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change in your behaviors and it's not
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just shipping more code so I want to dig
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into that for you what did you feel was
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the biggest shift and how you were going
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about your work that that helped you get
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promoted to senior at Google I think the
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biggest shift is probably just taking
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more and more ownership and getting to a
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point where I could confidently say I
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owned a certain scope uh or certain area
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and the buzzword is the go-to person for
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a scope of area so I was able to get to
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that point by really understanding a
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portion of the code base and pushing out
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a lot of projects that had a lot of
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impact in that special
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area was that something that you you
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explicitly planned like you you maybe
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with your manager you thought okay that
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area there's not a good owner yet I'm
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going to go into that area or how did
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you become the go-to person I think I
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got pretty lucky on this so I work in
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ads and um this go of area that I chose
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to invest more time in the ad just
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didn't look that pretty and I wanted to
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make it better and by making it better
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uh I was able to also have a lot of
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impact so I just picked kind of the most
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interesting um scope of area that I kind
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of dipped my toes a little bit into and
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I just kept working on it and I
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continued to find it interesting um and
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slowly became more of an owner uh by
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doing more and more projects and taking
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my time to explore that
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area I think some people in depending on
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the team structure they have to compete
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for scope or they worry about that so in
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your case you you didn't run into
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anything like that is that right yes my
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team is a little bit special because we
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usually pick our own projects of course
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you can still have projects handed down
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by your manager or your manager can help
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you pick projects but I really made an
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effort to find my own projects making
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sure that they had reasonable impact
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because I feel like the best projects
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that you can find are the ones you find
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yourself um because your manager might
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not always always give you a project
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that's at the next level so I really
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looked for projects that were at the
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next level had big impact push my
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boundaries and put me outside of my
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comfort zone so I had to learn um and
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improve my technical skills too one of
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the most important parts of getting
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promoted is getting some Next Level
[09:16] (556.68s)
scope to actually execute on how did you
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know that the things you were looking at
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were at the next level how did you find
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those was there some tech lead that you
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were discussing things with or did you
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do it more by yourself I think what I
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did is I looked around my team and
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looked at how other people might have
[09:32] (572.96s)
gotten promoted to senior and tried to
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understand oh this is what exactly a
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senior level or lfi project look like
[09:40] (580.68s)
and thinking about how I could create
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something or find something of that same
[09:45] (585.04s)
scope or complexity and then after that
[09:47] (587.68s)
I took my ideas to my manager and asked
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him for feedback asking him hey do you
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feel like this is next level of
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complexity do you feel like um this is a
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reasonable place that I can push the
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boundary on and that's also kind of how
[10:00] (600.64s)
I set myself up for success to get a
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promotion really early because a year
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before I actually got promoted I went to
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my manager and I said hey these are all
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the things that I think are interesting
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that I'm kind of working on um and
[10:15] (615.72s)
here's a road map for the next year of
[10:17] (617.40s)
what I'm planning on doing do you feel
[10:19] (619.36s)
like this is enough for the next level
[10:21] (621.00s)
so already a year before my promotion I
[10:24] (624.04s)
did my best to set expectations with him
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in terms of what I'm doing and if it's
[10:28] (628.92s)
at the next level or not so that was
[10:30] (630.64s)
after so right after you got your your
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promo to your to the midlevel you put
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together that road map and you showed it
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to him is that right so after I got
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promoted from 3 to 4 I had about 6
[10:42] (642.88s)
months where I was just like trying out
[10:44] (644.36s)
different projects seeing what was
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interesting to me and slowly like
[10:48] (648.20s)
figuring out what might a L5 scope look
[10:51] (651.04s)
like uh and then I put together that
[10:53] (653.40s)
one-year road map by myself and then
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showed it to my manager and got my
[10:56] (656.96s)
manager's Buy in got it okay
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and so as you were going along and
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executing on this road map I mean
[11:03] (663.60s)
inevitably at work like things come up
[11:06] (666.76s)
people might want to give you work that
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is not on that road map or I don't know
[11:11] (671.44s)
there's some partner asss that come in
[11:14] (674.00s)
what did you do in that case how did you
[11:16] (676.80s)
handle it when work was not at the next
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level but someone was asking you to do
[11:20] (680.60s)
it I think you just have to learn how to
[11:22] (682.80s)
say no obviously if it's a bug that you
[11:26] (686.16s)
caused and someone's bringing it to you
[11:28] (688.08s)
you better fix it cuz you know it's your
[11:30] (690.16s)
bug or like if it's your scope of area
[11:32] (692.52s)
and someone finds a bug you should still
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fix it but if it's a whole new project
[11:36] (696.92s)
that someone else wants to take you on
[11:39] (699.36s)
maybe it is like the next level scope
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and you do think that is a good project
[11:43] (703.56s)
and you work on it but most of the time
[11:45] (705.56s)
I feel like um people will just kind of
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like see who might want a project or
[11:50] (710.40s)
who's interested in a project and you
[11:52] (712.24s)
have to decide for yourself hey is this
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at the next next level or not do I have
[11:56] (716.80s)
time for this um and I said no to a lot
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of products that I felt like were not at
[12:01] (721.40s)
the next level um sure they might have
[12:03] (723.84s)
impact but they weren't going to help me
[12:05] (725.36s)
grow you have any tips for people say no
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cuz I think a lot of people they don't
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feel comfortable especially if the
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work's coming from their manager what's
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the right way to say no without causing
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issues if it's someone else giving you
[12:19] (739.24s)
work and you don't want to do it I would
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escalate to your manager immediately and
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be like hey this person's giving me work
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I don't want to do it like I what why
[12:29] (749.20s)
why is it being handed to me and trying
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to understand like oh maybe it is just
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like a bug that you cause so you do have
[12:35] (755.24s)
to fix it and if it's work given to you
[12:37] (757.64s)
by your manager I think I would just try
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to push them and be like hey is this
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something I have to do I have my own
[12:44] (764.20s)
projects here that I feel like would
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have more impact and also help me grow
[12:48] (768.16s)
more can I just do these projects
[12:50] (770.40s)
instead and I think a manager's job and
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this is coming from someone who is a
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manager is to find projects that help
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you grow and succeed and projects that
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you actually want to do because
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otherwise people might give you a
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project and you're forced to do it
[13:05] (785.48s)
you're just going to do a crappy job on
[13:06] (786.92s)
it so it's better for a manager to find
[13:09] (789.28s)
a project that their reports actually
[13:10] (790.84s)
want to do so hopefully your manager is
[13:12] (792.64s)
not giving you projects that you don't
[13:13] (793.88s)
want to
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do makes sense so sounds like you had
[13:17] (797.52s)
pretty good managers throughout this
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process seems like they were pretty
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receptive to what you were saying yeah I
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think I just built up um like very early
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on this ability to find my my own
[13:29] (809.40s)
projects and have impact my manager I
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felt was not too worried about the
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projects I was doing and just trusted
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that I'd find my own projects to push on
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obviously he still gave me a lot of
[13:41] (821.44s)
feedback to help guide me um and help me
[13:44] (824.48s)
understand oh these type of projects
[13:46] (826.00s)
might be good or bad for me but for the
[13:48] (828.08s)
most part my ideas were bottom up rather
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than top down and I think that's one of
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the ways that I was able to succeed and
[13:54] (834.52s)
get promoted really quickly that makes
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sense you talked about knowing which
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ideas are impactful and which ones
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aren't how did you develop that skill I
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think maybe the first thing you have to
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do is figure out what exactly impact
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means within your org for me I was an
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ads so it just meant like how much money
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is this going to make does this actually
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help the user help the advertiser help
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the publisher but if you were on a
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different team maybe it's like
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increasing the number of daily active
[14:23] (863.60s)
users or interactions with a certain
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product so really thinking about what
[14:28] (868.20s)
exactly that impact number meant so
[14:30] (870.64s)
again for me it was revenue and I was
[14:32] (872.08s)
able to find projects by running a lot
[14:34] (874.24s)
of experiments to figure out oh here
[14:36] (876.16s)
there's a gap where I can probably have
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a lot of impact and drive a lot of
[14:39] (879.28s)
Revenue here's another Gap that I found
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where I can probably drive a lot of
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Revenue here too and I think the best
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part about this is that numbers don't
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lie right for me it's just Revenue other
[14:49] (889.96s)
people might have ideas but at the end
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of the day if my idea makes the most
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money no one's going to say anything to
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me yeah yeah for sure there are metrics
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and there are our projects with
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well-known Milestones that the whole org
[15:03] (903.64s)
knows is valuable so when you move those
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metrics obviously revenue and ads yeah
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that there no one can argue if you have
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the biggest metric movement let's say
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you're a junior engineer that moves it
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more than the whole team like okay
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obviously that's going to be something
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something huge okay so when it actually
[15:22] (922.36s)
got to the the senior promo what what
[15:25] (925.04s)
was that like I would say that from 3 to
[15:28] (928.12s)
four it was a little bit scary but then
[15:30] (930.00s)
from four to five it was even scarier
[15:32] (932.44s)
cuz I knew I was really going against
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the grain like I was getting promoted
[15:37] (937.44s)
really fast it's a really expedited
[15:39] (939.32s)
timeline I heard that like the average
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time that it takes to get promoted can
[15:43] (943.36s)
be like 2.5 years 3 years 3.5 years so
[15:46] (946.68s)
doing that 1.5 years was really really
[15:49] (949.04s)
aggressive and I was just worried that
[15:52] (952.04s)
um I'd be docked points for not showing
[15:54] (954.24s)
that I was performing at the next level
[15:56] (956.36s)
for an extended amount of time so I knew
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it was a pretty big stretch um luckily
[16:01] (961.92s)
my manager still supported me and said
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that we can go can go for promotion
[16:07] (967.28s)
though you know like he set my
[16:09] (969.84s)
expectations he was like I'm not sure
[16:11] (971.60s)
like we'll really have to see again you
[16:13] (973.72s)
might be docked but you know let's just
[16:15] (975.32s)
try to go for it and see what happens so
[16:18] (978.04s)
I did end up going for it I was able to
[16:20] (980.68s)
make it it was a really big surprise to
[16:22] (982.72s)
me very fortunate that my manager
[16:24] (984.56s)
supported me even though it was a very
[16:26] (986.68s)
aggressive timeline you one last last
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thing on this level is for senior promo
[16:31] (991.56s)
you need to lead a bit more than in the
[16:34] (994.12s)
past levels is there anything that you
[16:35] (995.64s)
did that some people there's like
[16:37] (997.52s)
growing pains to like becoming like a
[16:39] (999.84s)
leader on your team like how was that
[16:41] (1001.88s)
experience for you did you have impostor
[16:43] (1003.64s)
syndrome at any point it definitely was
[16:45] (1005.88s)
a little bit scary and as you said
[16:48] (1008.04s)
Growing Pains it takes some time to get
[16:49] (1009.84s)
used to almost being confident in
[16:52] (1012.76s)
yourself for example like I had some
[16:54] (1014.96s)
project ideas that I ultimately handed
[16:57] (1017.04s)
off to more Junior Engineers but I was
[16:59] (1019.56s)
pretty anxious that they wouldn't pan
[17:02] (1022.36s)
out or that the experiments that I gave
[17:04] (1024.40s)
them wouldn't do so well and honestly
[17:07] (1027.00s)
some of them didn't but I think my
[17:08] (1028.68s)
batting average was still higher than
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than most people and that definitely
[17:13] (1033.60s)
helped but you definitely have to get
[17:16] (1036.52s)
used to Leading and just being
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comfortable mentoring people and I think
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in in buzzwords you would say you'd have
[17:23] (1043.88s)
influence on others in their projects
[17:27] (1047.08s)
let's go into the staff promo you know I
[17:30] (1050.28s)
think it's natural for promos to take
[17:32] (1052.20s)
longer later in your career did you feel
[17:34] (1054.72s)
stuck at any point honestly I wish I
[17:37] (1057.20s)
could have stayed at the senior level a
[17:39] (1059.72s)
little bit longer um I feel like being a
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senior engineer you of course don't make
[17:45] (1065.60s)
as much as if you're a staff or higher
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level engineer but you have great work
[17:49] (1069.84s)
live balance like I really miss taking a
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nap at like 2:00 p.m. or going to the
[17:55] (1075.04s)
gym at 3:00 p.m. when there's no one
[17:57] (1077.28s)
there um and I think as as you become
[17:59] (1079.36s)
more senior you're just involved in lot
[18:02] (1082.08s)
a lot of bigger projects that require
[18:03] (1083.84s)
more meetings and your structure the
[18:06] (1086.12s)
structure of your schedule just becomes
[18:08] (1088.24s)
more and more rigid so I think for
[18:10] (1090.80s)
people that do want to go to staff
[18:12] (1092.40s)
really think about is this something you
[18:14] (1094.24s)
actually want like looking at how other
[18:16] (1096.64s)
staff Engineers are on your team or on
[18:19] (1099.12s)
adjacent teams and looking at what they
[18:21] (1101.16s)
are doing and at Google do they have a
[18:25] (1105.32s)
up or out policy so you can stay at
[18:27] (1107.60s)
senior as long as you want is that right
[18:29] (1109.44s)
yes I think maybe you can even stay at
[18:32] (1112.12s)
midlevel as long as you want but I'm not
[18:34] (1114.56s)
100% sure there's no expectation for
[18:38] (1118.76s)
people to go to staff I think becoming a
[18:41] (1121.12s)
staff engineer is very much a choice um
[18:44] (1124.64s)
that to you know go past Senor go to
[18:46] (1126.88s)
staff uh because it is a lot more
[18:49] (1129.40s)
responsibility and a lot more work um
[18:52] (1132.28s)
and I think some people just don't want
[18:53] (1133.96s)
to make that tradeoff if you were to
[18:56] (1136.28s)
take you at the senior level versus you
[18:58] (1138.40s)
at the staff level what's the biggest
[19:00] (1140.96s)
difference in your mind I feel like at
[19:02] (1142.80s)
level five or as I as a senior I
[19:05] (1145.36s)
definitely started owning a space I had
[19:07] (1147.48s)
a scope that I was like well versed in
[19:10] (1150.20s)
and I did a lot of projects and had
[19:11] (1151.92s)
impact there and I think what helped me
[19:14] (1154.12s)
go from senior to staff is now that I
[19:17] (1157.16s)
really knew a scope of area how can I
[19:19] (1159.24s)
push the boundaries of that scope of
[19:21] (1161.08s)
area challenge the status quo and have a
[19:23] (1163.80s)
larger influence over that scope of area
[19:26] (1166.64s)
I think I got a lot of points for
[19:29] (1169.44s)
leading and pushing the boundary of that
[19:31] (1171.92s)
area and through that I was able to have
[19:34] (1174.20s)
a lot of impact and just like being a
[19:36] (1176.68s)
leader in that space rather than someone
[19:38] (1178.36s)
that just knows the space I see so you
[19:39] (1179.84s)
were creating scope and influencing
[19:43] (1183.44s)
across teams yeah definitely just like
[19:46] (1186.68s)
both cross functionally across org like
[19:50] (1190.00s)
it involved a lot of um at some points
[19:52] (1192.88s)
like very high leadership Buy in so I
[19:56] (1196.04s)
think once you start being the one to
[19:58] (1198.76s)
kind of like make those decisions and
[20:00] (1200.48s)
like push those decisions up I think
[20:03] (1203.24s)
that starts to show very clearly staff
[20:05] (1205.72s)
level influence one of the things to
[20:07] (1207.68s)
getting a staff is that you need to find
[20:10] (1210.84s)
that staff level project and in a lot of
[20:13] (1213.92s)
cases the manager can't just hand that
[20:17] (1217.08s)
to you that's something you need to find
[20:18] (1218.40s)
yourself how did you find your anchor
[20:20] (1220.80s)
project that got you promoted to staff I
[20:22] (1222.92s)
think what helped me find my staff
[20:24] (1224.52s)
project is just working in a space and
[20:27] (1227.28s)
then being like why why are we doing
[20:29] (1229.16s)
things this way this doesn't make sense
[20:30] (1230.40s)
to me and then starting to challenge you
[20:32] (1232.96s)
know how we've been doing things for a
[20:34] (1234.88s)
while so there's definitely a status quo
[20:37] (1237.24s)
and uh like one specific example is we
[20:40] (1240.16s)
had a lot of support backed by user
[20:42] (1242.84s)
research that showed you know this one
[20:45] (1245.48s)
thing to be true but then when we
[20:47] (1247.36s)
actually ran the experiments it
[20:48] (1248.92s)
conflicted with user research and I was
[20:51] (1251.56s)
able to push that and show that you know
[20:54] (1254.08s)
despite what user research shows we can
[20:56] (1256.48s)
do this instead to have a lot of impact
[20:59] (1259.36s)
so I would say what really helped me
[21:00] (1260.80s)
have that staff level project is knowing
[21:03] (1263.52s)
a space so well that it can start to
[21:05] (1265.56s)
challenge the boundaries or the rules
[21:07] (1267.60s)
that may have been set up and pushing it
[21:09] (1269.88s)
towards almost like this new frontier
[21:12] (1272.40s)
for a specific scope and I think we
[21:14] (1274.92s)
talked a little bit about influence and
[21:16] (1276.96s)
how important it is for staff how do you
[21:19] (1279.44s)
usually go about influencing other
[21:21] (1281.28s)
people I think at work I just kind of
[21:23] (1283.36s)
already established a brand of being
[21:25] (1285.96s)
someone who was able to find imp ful
[21:28] (1288.96s)
projects or just find impact in general
[21:31] (1291.56s)
and then I would kind of pitch my ideas
[21:34] (1294.28s)
to other people um you know obviously
[21:37] (1297.76s)
not trying to step on anyone's toes but
[21:40] (1300.60s)
just giving ideas and collaborating with
[21:43] (1303.44s)
others and I think a lot of people
[21:45] (1305.68s)
trusted my ideas at that point and they
[21:49] (1309.32s)
also panned out really well fortunately
[21:52] (1312.00s)
so I think that's how I kind of
[21:53] (1313.36s)
established influence with other teams
[21:55] (1315.88s)
or cross functional Partners just
[21:57] (1317.84s)
building a relationship ship um
[21:59] (1319.92s)
cross-pollinating ideas with other
[22:01] (1321.72s)
people and ultimately getting those uh
[22:04] (1324.80s)
ideas to become projects and ultimately
[22:07] (1327.76s)
succeed in launch you had been at the
[22:10] (1330.16s)
company for a while and you had already
[22:13] (1333.60s)
evidence of past results that gave you
[22:15] (1335.92s)
credibility and so that made it that it
[22:18] (1338.92s)
made it so that you could influence
[22:20] (1340.40s)
people a lot more easily is that right
[22:22] (1342.80s)
yeah I would definitely say so if your
[22:24] (1344.20s)
projects keep flunking then you know
[22:27] (1347.56s)
people might not be as willing to try
[22:29] (1349.88s)
out your projects or trust your word as
[22:32] (1352.16s)
much that makes sense I think that's one
[22:34] (1354.44s)
thing that is unique about your career
[22:38] (1358.28s)
compared to a lot of our friends is that
[22:41] (1361.96s)
you have been at Google since we
[22:44] (1364.84s)
graduated you've been in the same Org
[22:46] (1366.88s)
the entire time so all those people know
[22:49] (1369.04s)
you they've seen you as this rising star
[22:52] (1372.60s)
that has been having a lot of success on
[22:55] (1375.16s)
all these projects and so it's just
[22:58] (1378.12s)
natural that you're probably going to be
[23:00] (1380.12s)
more influential than if you got hired
[23:02] (1382.80s)
at the senior level on this team you
[23:05] (1385.24s)
have to build all of that credibility
[23:07] (1387.56s)
from scratch yeah I don't want to say
[23:10] (1390.32s)
rising star but I definitely you know
[23:12] (1392.92s)
had some successful projects that I
[23:14] (1394.80s)
think were able to Showcase that you
[23:17] (1397.60s)
know my my word had some value or some
[23:21] (1401.32s)
truth behind
[23:22] (1402.92s)
it yeah yeah yeah the rising star mile
[23:25] (1405.96s)
just like that you've had past success
[23:28] (1408.84s)
you've had past
[23:30] (1410.48s)
success you're believable you're
[23:32] (1412.52s)
credible exactly they see your name and
[23:34] (1414.92s)
they're like okay this Project's
[23:36] (1416.24s)
probably be a good idea for the staff
[23:38] (1418.28s)
level like you also like you were tlm
[23:40] (1420.60s)
for some time as well can you talk a
[23:43] (1423.24s)
little bit about you know why did you
[23:45] (1425.04s)
want to try Management in the first
[23:46] (1426.56s)
place I think that's like a common thing
[23:48] (1428.80s)
that everyone's thinking is IC they want
[23:51] (1431.28s)
to make that decision for themselves at
[23:52] (1432.96s)
some point so how did you make that
[23:55] (1435.00s)
decision why did you want to try and
[23:56] (1436.52s)
manage I wanted to try and management
[23:58] (1438.64s)
just cuz I think I already had a lot of
[24:01] (1441.96s)
fulfillment in helping people grow
[24:03] (1443.96s)
finding projects even though I wasn't
[24:06] (1446.16s)
directly managing people there are
[24:08] (1448.16s)
definitely mentees I had at work I also
[24:11] (1451.24s)
mentored interns at times and it was
[24:13] (1453.84s)
just a really fun time watching them
[24:16] (1456.36s)
succeed and you know it's almost like
[24:19] (1459.44s)
having a kid and watching them grow and
[24:21] (1461.48s)
I really enjoyed that so that's timately
[24:23] (1463.84s)
why I wanted to try out being a manager
[24:26] (1466.44s)
luckily my team was also very supportive
[24:28] (1468.80s)
of that idea and I started managing
[24:32] (1472.08s)
around two years ago that makes sense
[24:34] (1474.40s)
did your manager really vet your
[24:36] (1476.84s)
motivations for wanting to become a
[24:38] (1478.72s)
manager before you you became one how
[24:41] (1481.56s)
did that process go I don't know
[24:44] (1484.40s)
honestly um my I I I pitched idea to my
[24:48] (1488.20s)
manager I think even once I was at the
[24:51] (1491.00s)
senior level for a while I think I kind
[24:53] (1493.20s)
of said hey like eventually one day I'd
[24:55] (1495.60s)
like to become a
[24:56] (1496.84s)
manager um and I think just the right
[25:00] (1500.32s)
opportunity came up I do feel like
[25:03] (1503.44s)
becoming a manager really early on was a
[25:06] (1506.56s)
little bit awkward just
[25:08] (1508.76s)
because I some at times felt like I
[25:11] (1511.72s)
wasn't mature enough to be a manager
[25:15] (1515.04s)
when you say not mature enough what does
[25:16] (1516.60s)
that mean I think I felt a little bit
[25:18] (1518.08s)
awkward at times uh one example is like
[25:20] (1520.96s)
being in a meeting of a bunch of
[25:22] (1522.68s)
managers and I think a lot of the
[25:25] (1525.20s)
managers in our or skewed to be a little
[25:28] (1528.32s)
a little bit older just you know
[25:30] (1530.12s)
naturally cuz some of them were even
[25:31] (1531.72s)
like higher level managers and have been
[25:33] (1533.80s)
managers for a while um so there's it
[25:37] (1537.68s)
felt a little bit awkward there another
[25:39] (1539.72s)
time it felt awkward is like when I'm
[25:41] (1541.76s)
out at a music festival and I'm really
[25:43] (1543.68s)
drunk and then I see my reports out
[25:46] (1546.36s)
there I think at the end of the day it's
[25:48] (1548.20s)
probably fine but I think uh I just
[25:50] (1550.60s)
didn't really think that that would
[25:51] (1551.92s)
happen until actually happened that
[25:54] (1554.24s)
makes sense and you know before you came
[25:56] (1556.88s)
had you done um interns or any uh you
[26:00] (1560.68s)
did you have any management experience
[26:02] (1562.20s)
or did you just kind of ask your manager
[26:04] (1564.76s)
and he was like okay maybe one day and
[26:06] (1566.64s)
it just happened yeah I did not have
[26:09] (1569.68s)
like any special managing experience I
[26:11] (1571.84s)
never had an intern I was a little bit
[26:15] (1575.08s)
surprised for some reason I thought that
[26:18] (1578.32s)
there'd be more of like a textbook on
[26:20] (1580.92s)
how to be a great manager but I feel
[26:24] (1584.44s)
like a lot of people just kind of get
[26:26] (1586.04s)
thrown in and then uh um you know they
[26:29] (1589.08s)
do their best U not saying that Google
[26:31] (1591.64s)
doesn't have resources Google has tons
[26:33] (1593.04s)
of resources
[26:34] (1594.96s)
but I don't know I thought there'd be a
[26:37] (1597.20s)
little bit more structure but it seems
[26:39] (1599.08s)
like in general people just become a
[26:42] (1602.52s)
manager when you became manager what do
[26:45] (1605.12s)
you feel was the biggest difference
[26:47] (1607.12s)
between uh being an IC and and manager I
[26:50] (1610.44s)
think what a lot of people told me
[26:51] (1611.84s)
before I became a manager um and I agree
[26:56] (1616.04s)
with their advice even today is that
[26:59] (1619.20s)
when you're just like a TL you have all
[27:02] (1622.32s)
the fun Parts you get to help them grow
[27:04] (1624.60s)
you get to help them succeed and then
[27:07] (1627.12s)
all the harder Parts is like giving
[27:09] (1629.60s)
difficult feedback when people are not
[27:11] (1631.72s)
performing so well and a lot of almost
[27:15] (1635.80s)
the busy work of writing reviews and
[27:18] (1638.60s)
like going to calibration sessions so
[27:22] (1642.64s)
there's just a lot more I guess overhead
[27:25] (1645.40s)
when you're a manager as opposed to to
[27:28] (1648.88s)
being an IC but I do feel like at the
[27:31] (1651.52s)
same time it's a little bit more
[27:32] (1652.80s)
rewarding when you actually get to see
[27:34] (1654.36s)
your reports get promoted because you
[27:36] (1656.60s)
are their manager right you help them
[27:38] (1658.68s)
get promoted as opposed to just being a
[27:40] (1660.48s)
TL and helping someone get
[27:42] (1662.80s)
promoted definitely so now that you've
[27:45] (1665.08s)
tried it do you think that you regret
[27:49] (1669.00s)
becoming a manager I would say that I
[27:51] (1671.52s)
just wish I became a manager later I
[27:54] (1674.92s)
think at the time my team just we had
[27:58] (1678.28s)
like a really odd scenario where we had
[28:01] (1681.40s)
20 new hires and I felt like I was
[28:04] (1684.12s)
helping them all and I wanted a more
[28:07] (1687.24s)
formal role um just so that I would only
[28:10] (1690.92s)
be responsible for the people that
[28:13] (1693.00s)
actually managed which was four people
[28:14] (1694.80s)
rather than 20 people so in that sense
[28:17] (1697.32s)
like I feel like I was able to have more
[28:20] (1700.64s)
time um back because I only had to
[28:23] (1703.60s)
really help four
[28:25] (1705.08s)
people but if I had the choice I
[28:28] (1708.52s)
probably would have been a senior
[28:30] (1710.52s)
engineer maybe a couple more years just
[28:33] (1713.40s)
because I think there are less
[28:34] (1714.56s)
responsibility and it's less stress and
[28:37] (1717.12s)
I think in your I don't know early or
[28:40] (1720.32s)
mid 20s when you want to just relax a
[28:43] (1723.56s)
little bit more it's just better to be a
[28:45] (1725.52s)
senior engineer than to be a staff level
[28:47] (1727.36s)
engineer or
[28:49] (1729.08s)
higher that's fair yeah and this there's
[28:52] (1732.16s)
a lot more meetings at the staff level
[28:54] (1734.16s)
especially as a manager I feel like it's
[28:56] (1736.04s)
it's all meetings and sometimes yeah
[28:58] (1738.16s)
it's definitely a skill that I feel like
[29:00] (1740.00s)
you have to learn or get used to just
[29:03] (1743.12s)
powering through 6 hours of 8 hours of
[29:05] (1745.92s)
backtack meetings or one-on ones some
[29:09] (1749.00s)
managers I think have all of their
[29:10] (1750.40s)
meetings in one day some of them have it
[29:12] (1752.48s)
like sprinkled out throughout the week
[29:14] (1754.60s)
but in general as you become more senior
[29:17] (1757.52s)
whether or not you are a manager or not
[29:19] (1759.52s)
a manager at the levels of 6 7 8 you're
[29:22] (1762.28s)
going to have a lot of meetings no
[29:23] (1763.52s)
matter what because the influence you
[29:25] (1765.44s)
have is always going to be through other
[29:27] (1767.64s)
people and it's going to be less code
[29:29] (1769.68s)
that you actually write yourself whether
[29:31] (1771.76s)
or not you're an IC or a manager so for
[29:34] (1774.72s)
me at least I think when I first
[29:36] (1776.16s)
graduated from college I was like oh my
[29:38] (1778.32s)
God I want to be a director one day it's
[29:40] (1780.36s)
going to be so fun but I think as I
[29:42] (1782.96s)
become closer and closer to these high
[29:45] (1785.80s)
levels I'm understanding what it
[29:48] (1788.16s)
actually means and it means no more
[29:51] (1791.00s)
random naps at 2: or 3: p.m. whenever I
[29:53] (1793.40s)
want it means no going to the gym at you
[29:56] (1796.56s)
know 11:00 a.m. obvious obiously to a
[29:58] (1798.60s)
certain extent you can still have doctor
[30:00] (1800.00s)
appointments in the middle of day if you
[30:01] (1801.36s)
have to but there's definitely less
[30:03] (1803.36s)
flexibility and I think if you look at
[30:05] (1805.40s)
the calendars at work of any of these
[30:07] (1807.32s)
more senior people you'll also see sure
[30:09] (1809.96s)
they still only work 9 to5 but they are
[30:12] (1812.60s)
working 9 to5 they are definitely
[30:15] (1815.60s)
working I feel that it's there's
[30:18] (1818.00s)
definitely a lot more meetings I think
[30:19] (1819.44s)
when I when I got promoted to staff I
[30:22] (1822.08s)
remember my schedule was basically a
[30:24] (1824.40s)
large chunk meetings 9 to 5 not not
[30:27] (1827.08s)
entirely 9 to but meetings kind of just
[30:29] (1829.60s)
like fragment your focus time yeah so
[30:32] (1832.36s)
then every day I would have you know
[30:35] (1835.32s)
fragmented meetings for most of 9: to 5
[30:38] (1838.56s)
and then I would start working on my
[30:40] (1840.08s)
stuff at 5: until like I went to bed so
[30:44] (1844.56s)
yeah I totally agree it's it's can can
[30:47] (1847.44s)
become a lot yeah um so I guess last
[30:51] (1851.96s)
thing you actually go for the promo of
[30:53] (1853.76s)
course were there any differences
[30:55] (1855.56s)
between the past promos or was it pretty
[30:57] (1857.48s)
straightforward forward I already said
[30:59] (1859.80s)
that I was unsure from 3 to 4 and 4 to 5
[31:02] (1862.52s)
I was also very unsure from 5 to 6
[31:05] (1865.96s)
honestly uh I definitely had really good
[31:08] (1868.96s)
ratings so that was definitely a signal
[31:11] (1871.72s)
like I had like you know the highest
[31:14] (1874.80s)
ratings possible uh for a while already
[31:18] (1878.80s)
but I was kind of just unsure just
[31:22] (1882.32s)
because I think people have said that
[31:24] (1884.60s)
going from 5 to six is notoriously hard
[31:27] (1887.96s)
three to four four to five obviously it
[31:30] (1890.68s)
still takes work but it's a little bit
[31:32] (1892.96s)
more straightforward and people say that
[31:34] (1894.72s)
going from five to six is almost like a
[31:36] (1896.92s)
complete job change in some aspects so I
[31:40] (1900.48s)
was pretty worried about it just cuz
[31:43] (1903.56s)
even if you're a superstar senior
[31:45] (1905.68s)
engineer and you're having tons of
[31:47] (1907.88s)
impact it doesn't necessarily mean that
[31:50] (1910.16s)
you are going to be a great staff
[31:52] (1912.04s)
engineer though I did end up going for a
[31:55] (1915.48s)
promo again I feel very fortunate very
[31:58] (1918.08s)
lucky that my manager was supportive and
[32:00] (1920.72s)
I was able to get promoted and only took
[32:04] (1924.52s)
me one try which is I'm also pretty
[32:06] (1926.44s)
thankful for to all of your promos there
[32:09] (1929.60s)
was never a a miss and try again miss
[32:12] (1932.36s)
and try again it just landed every time
[32:15] (1935.28s)
yes but wow I was very lucky I was very
[32:19] (1939.76s)
lucky forunate yeah looking at the whole
[32:22] (1942.36s)
career you think you could do it again
[32:24] (1944.24s)
or was a large part of this luck I think
[32:27] (1947.24s)
you definitely have to be a little bit
[32:29] (1949.40s)
lucky just cuz sometimes you might not
[32:32] (1952.64s)
enjoy the team that you're on or maybe
[32:35] (1955.16s)
your manager is just out on fraternity
[32:38] (1958.76s)
or maternity leave so they can't help
[32:41] (1961.20s)
you as much or they can't support your
[32:44] (1964.00s)
promotion as well I think where I got
[32:46] (1966.40s)
lucky was that my team was a product
[32:50] (1970.04s)
area that I ended up really liking even
[32:52] (1972.52s)
though I didn't pick that I didn't pick
[32:54] (1974.64s)
my team but they just matched me there
[32:56] (1976.36s)
and I've been on that team for 7 years
[32:59] (1979.28s)
now clearly I like it to some capacity
[33:02] (1982.52s)
and I think my team was also relatively
[33:04] (1984.56s)
stable my manager although I had some
[33:07] (1987.56s)
like manager shifts ultimately it was
[33:09] (1989.20s)
still under the same broader and larger
[33:11] (1991.76s)
team so nothing crazy in terms of reorgs
[33:15] (1995.92s)
or restructuring that might have
[33:18] (1998.12s)
hindered my career progress but I will
[33:21] (2001.32s)
say that luck is like two parts one of
[33:24] (2004.48s)
them is the chance of an opportunity
[33:27] (2007.48s)
actually coming along right sometimes
[33:29] (2009.56s)
you just have to wait for that and it
[33:30] (2010.96s)
might take longer it might not take as
[33:32] (2012.52s)
long I think the second part is being
[33:34] (2014.56s)
prepared for when that chance actually
[33:36] (2016.76s)
comes so just making sure that you're
[33:39] (2019.36s)
doing your best and doing the right
[33:41] (2021.04s)
thing so that when an opportunity does
[33:43] (2023.20s)
come along you can actually take
[33:45] (2025.08s)
advantage and seize the opportunity what
[33:47] (2027.12s)
percent of your career do you think has
[33:49] (2029.80s)
been due to your abilities and what
[33:52] (2032.68s)
percent do you think was luck um I would
[33:55] (2035.04s)
say maybe like half half uh
[33:58] (2038.40s)
um like I'm pretty confident that
[34:01] (2041.84s)
eventually I would get to senior and I
[34:05] (2045.00s)
think that most people will eventually
[34:06] (2046.52s)
get the senior as long as they're like
[34:08] (2048.52s)
making sure to grow and putting work in
[34:10] (2050.48s)
but maybe if I was on a different team
[34:12] (2052.68s)
or I just really did not like the stuff
[34:15] (2055.24s)
I was working on it might have taken me
[34:16] (2056.88s)
longer cuz i' have to switch teams and
[34:18] (2058.84s)
then get ramped up in their code stack
[34:20] (2060.96s)
so I think I was just really fortunate
[34:23] (2063.28s)
that uh things worked out the way they
[34:25] (2065.28s)
did but I definitely made sure to put in
[34:27] (2067.76s)
the effort and was very conscious about
[34:30] (2070.92s)
the next level and what I had to do to
[34:32] (2072.72s)
get there that makes sense yeah luck is
[34:36] (2076.16s)
a huge part of it there could be an
[34:37] (2077.64s)
engineer that's better than you but
[34:40] (2080.76s)
they're I don't know the team they're on
[34:43] (2083.00s)
is like literally just the worst it's
[34:45] (2085.20s)
reorg every 6 months they have no
[34:48] (2088.76s)
consistent project and so in that case
[34:51] (2091.20s)
of course you couldn't do it and on flip
[34:52] (2092.96s)
side it sounds like you had a lot of
[34:54] (2094.28s)
things around it like a good manager and
[34:56] (2096.40s)
like the scope to continue to grow your
[34:59] (2099.32s)
product was like impactful and all of
[35:01] (2101.08s)
that so um that makes sense um one of
[35:04] (2104.60s)
the last things I want to talk about is
[35:08] (2108.08s)
um you know I think we kind of mentioned
[35:11] (2111.56s)
that out of all of our friends I think
[35:13] (2113.28s)
it's a little bit unusual to be at the
[35:15] (2115.08s)
same company for seven years um
[35:17] (2117.88s)
especially in this industry people are
[35:19] (2119.40s)
kind of job popping to try out new
[35:22] (2122.40s)
things or you know get more compensation
[35:24] (2124.84s)
or whatever um and so
[35:28] (2128.32s)
what kept you at Google for so long yeah
[35:31] (2131.08s)
I think it's really important to ask
[35:32] (2132.72s)
yourself I don't know maybe every 3
[35:35] (2135.08s)
months just ask yourself hey am I still
[35:37] (2137.48s)
enjoying the work I'm working on do I
[35:39] (2139.84s)
still feel like this team has whatever I
[35:42] (2142.52s)
want for me it was like I really wanted
[35:45] (2145.52s)
some career growth I also really wanted
[35:47] (2147.52s)
to travel a lot I didn't care as much
[35:50] (2150.20s)
about what I was working on as long as
[35:51] (2151.76s)
it wasn't like too boring so my team I
[35:54] (2154.48s)
felt always had those opportunities for
[35:56] (2156.52s)
me and that's why why I didn't leave but
[35:59] (2159.76s)
I think what I often tell people is I
[36:02] (2162.00s)
just kept asking myself is the grass
[36:04] (2164.12s)
greener here or elsewhere and it was
[36:06] (2166.72s)
greener on my side of the lawn so I
[36:08] (2168.52s)
ended up staying that doesn't mean that
[36:10] (2170.52s)
I wasn't thinking about leaving or if I
[36:13] (2173.40s)
should change teams every so often to
[36:15] (2175.88s)
make sure that the job was doing as much
[36:19] (2179.20s)
it was for me of course there's
[36:21] (2181.64s)
survivorship bias right I'm sure people
[36:23] (2183.84s)
that did not get promoted as quickly
[36:25] (2185.80s)
maybe they just didn't really enjoy the
[36:27] (2187.28s)
team where didn't enjoy the work whereas
[36:29] (2189.80s)
I just had a good match up that makes
[36:32] (2192.48s)
sense yeah and think there's pros and
[36:35] (2195.08s)
cons to staying at the same team there's
[36:37] (2197.52s)
this momentum that you get by staying on
[36:39] (2199.84s)
the same team and the same company
[36:41] (2201.96s)
you're like this snowball of of of
[36:45] (2205.32s)
organizational context and like the
[36:47] (2207.76s)
code-based knooow and after four years
[36:50] (2210.08s)
in the same area you're not just the
[36:52] (2212.04s)
go-to person in one area you're like
[36:53] (2213.36s)
go-to person in like many areas and you
[36:56] (2216.28s)
just become this uh person that just
[36:58] (2218.40s)
knows how to do get everything done you
[37:00] (2220.64s)
have all the relationships so it if you
[37:04] (2224.12s)
can get lucky with a good um you know or
[37:07] (2227.44s)
setup and all of that there is this this
[37:11] (2231.12s)
uh benefit to to having all that context
[37:14] (2234.64s)
that can give you unusually fast career
[37:17] (2237.28s)
growth you know on the flip side of
[37:19] (2239.12s)
course you can job hop and try to get
[37:21] (2241.16s)
promos too so that it's not uh black and
[37:24] (2244.20s)
white one is better than the other I
[37:25] (2245.92s)
guess it's like a Counterpoint to I feel
[37:28] (2248.08s)
like the the common opinion is like you
[37:30] (2250.68s)
should jump and you should switch and
[37:32] (2252.76s)
there is actually some value to thing as
[37:35] (2255.04s)
long as your Situation's good yeah okay
[37:37] (2257.36s)
and the last thing I want to know is if
[37:39] (2259.12s)
you were to talk to that that Ricky at
[37:41] (2261.48s)
the beginning of your career Junior
[37:43] (2263.12s)
engineer Ricky just end the industry
[37:45] (2265.92s)
what advice would you give yourself and
[37:50] (2270.08s)
why I think to my younger self I would
[37:53] (2273.44s)
just tell him to trust himself a little
[37:55] (2275.80s)
bit more cuz I think for for a very long
[37:58] (2278.40s)
time I just had so much impost syndrome
[38:00] (2280.72s)
I was so anxious that um you know I
[38:03] (2283.92s)
wasn't going to do so well and over time
[38:06] (2286.52s)
I like built up that confidence like
[38:08] (2288.76s)
through projects my projects succeeding
[38:10] (2290.92s)
and working well with others and getting
[38:12] (2292.96s)
good feedback but I think I was like
[38:14] (2294.88s)
really unsure of myself and I actually
[38:17] (2297.32s)
feel like I could have done more if I
[38:19] (2299.48s)
was willing to trust my judgment a
[38:21] (2301.32s)
little bit more or have more of almost
[38:25] (2305.04s)
like audacity to um P the boundary and
[38:28] (2308.24s)
try new things um because I had a lot of
[38:31] (2311.88s)
ideas that I felt like I maybe waited a
[38:34] (2314.52s)
little bit too long because you know I
[38:36] (2316.88s)
felt like oh am I going to rock the boat
[38:38] (2318.40s)
too much but um I ended up doing a lot
[38:41] (2321.16s)
of those projects that did rock the boat
[38:43] (2323.16s)
and they were very successful and I wish
[38:46] (2326.80s)
I just you know trusted myself a little
[38:48] (2328.44s)
bit more to do it earlier so I'd be less
[38:50] (2330.48s)
anxious and stressed all the time and be
[38:53] (2333.56s)
Fring less over imposter syndrome in the
[38:55] (2335.96s)
beginning of my career when you say say
[38:57] (2337.60s)
imposter syndrome was that mostly about
[39:00] (2340.56s)
your technical skills or is something
[39:02] (2342.56s)
you learned that made you have less
[39:04] (2344.48s)
imposter syndrome I don't know I thought
[39:06] (2346.36s)
I was like a personality higher or
[39:09] (2349.08s)
something uh uh and over time I realized
[39:12] (2352.88s)
you know obviously like Google's not
[39:15] (2355.36s)
going to do that but I think I was
[39:17] (2357.84s)
always just a little bit worried cuz I
[39:20] (2360.24s)
think during my interviews too for
[39:22] (2362.68s)
Google I think I like did okay I don't
[39:27] (2367.12s)
feel like I like hit a home run and the
[39:29] (2369.56s)
same thing with my internship I didn't
[39:31] (2371.04s)
feel like I hit a home run and also
[39:33] (2373.64s)
think at the lower levels I wasn't
[39:35] (2375.72s)
really sure how to kind of gauge my
[39:39] (2379.00s)
performance and even though I would like
[39:41] (2381.60s)
bother my manager a lot and be like am I
[39:43] (2383.80s)
doing okay like are things going well
[39:46] (2386.64s)
and he'd tell me like oh yeah you're
[39:48] (2388.04s)
doing fine you know I would still like
[39:50] (2390.20s)
kind of be anxious like oh but like is
[39:53] (2393.00s)
it enough um is it just okay or is it
[39:55] (2395.72s)
like am I doing like
[39:58] (2398.24s)
am I passing is this like a c that I'm
[40:00] (2400.24s)
doing am I like doing an A+ like what's
[40:02] (2402.56s)
the vibe you know I was just stressing
[40:04] (2404.88s)
out about
[40:06] (2406.24s)
that yeah that makes sense that's that's
[40:09] (2409.24s)
Supernatural um awesome all right well
[40:12] (2412.96s)
yeah I think that's everything Ricky is
[40:14] (2414.68s)
there anything that you want to plug or
[40:17] (2417.16s)
you know where can the audience find you
[40:18] (2418.76s)
yeah so on social media I'm finding
[40:20] (2420.76s)
Ricky if you want to watch my content
[40:23] (2423.72s)
it's not really Tech related I have to
[40:25] (2425.32s)
warn you I feel like I'm in a very
[40:28] (2428.20s)
different Niche than uh Ryan here but uh
[40:31] (2431.44s)
if you do want to follow me or check out
[40:32] (2432.88s)
my socials it's finding Ricky um and I
[40:36] (2436.20s)
hope that this podcast was helpful to
[40:38] (2438.68s)
everyone and I'm so happy that I could
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be here today awesome all right thanks
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so much for your time Ricky all right
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thanks everyone bye hey Ryan here thanks
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so much for listening to the podcast I
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hope that it was helpful and if you want
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to hear more from Ricky you can go and
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check him out on YouTube at finding
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Ricky he recently
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posted a video about a day in the life
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in as a staff engineer at Google I know
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it sounds Sensational but actually I
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think he did a good job in capturing
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what the day-to-day is like it's not
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just flexing big Tech perks it's more
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about the daily work of a staff engineer
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and how things kind of become much more
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different as you have more and more
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responsibility so you can take a look at
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that and then two other things that I
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want to add is one thank you so much for
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the feedback on the first video I hope
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that you can see that I took it to heart
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and the production quality is a little
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bit better still has a long way to go
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but look at the background here I bought
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a backdrop to make it a a little bit
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nicer and I'll be using that for future
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videos and then the other thing too that
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I got a lot of feedback on is the jump
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cuts and so I tried to get rid of as
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many of those as possible while still
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removing filler words and things like
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that so you can see that I'm playing
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with the camera angles I really
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appreciate the feedback and if you have
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any more feel free to drop comments on
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YouTube I will take a look there and try
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to make then every episode incorporate
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the feedback that I get thanks so much
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for your time