Advice To My Younger Self

I’ve recently been reflecting on my professional career, asking myself what’s next beyond the engineering role, and this led me to ponder: How did I become a good engineer, and what aspects can I share to help others become better engineers?

Whenever I joined a new organization, I always did so with the intention that I had to learn to survive. I’ve always felt underqualified for the role on paper, which gave me a desire to learn and the want to feel needed again. With every new position, I’ve left behind a positive rapport, leaving behind the comfort and complacency I felt was a requirement to entice myself to learn.

Every time I joined a new company, I wanted others to think of me as a top-tier engineer whom they were ecstatic to be working with on a project, but also someone down to grab a beer with outside of work. I truly care about the people around me, even if I sometimes come across as cold.

This isn’t meant to be advice, nor should you follow it blindly, as you’re unique, and context matters when facing challenging issues within your organization, especially for those starting out in their careers.

I’ve started multiple jobs within the tech industry over the last six years, and thankfully, most of the positions were brought to me. I never had to do a ton of job searching, as my track record within the industry had given me a positive reputation within the region. That doesn’t mean I wasn’t underqualified for these positions or didn't feel anxious pondering the idea of moving on from my past corporations. In every case, though, by the six-month mark, I would end up being the person many would come to for implementation projects, design questions, or simply an ally to bounce technical ideas off of.

The reality was, I wasn’t underskilled; rather, I often lacked confidence in my abilities. In most areas where I was less skilled, I would work tirelessly to learn these new concepts that came naturally to so many within the organization. Combined with strong soft skills and a leadership mindset, I was often able to provide a light for those currently burnt out within the organization while also navigating the social and power dynamics. Engineering is much more than just the work you produce; it's about the people around you, corporate dynamics, and uplifting the team you work with.

Spending time being sociable within the organization and with clients will directly correlate to others' perception of you as a person. It’s what takes you from being a doer to being a leader, a great coworker whom others want to be around. Trying to map out company dynamics along with personality dynamics is essential for you to be considered top talent within your new organization.

• I just joined, I’m a number and must become profitable as rapidly as possible. Recognize that you're a new addition and aim to contribute value quickly.

• No task is too small, and no individual is beneath you.

• Be faster than anyone else.

• Over-Communicate.

• Be agile and adapt.

Recognize that you're a new addition and aim to contribute value quickly, while also using this time to navigate corporate dynamics, understand tech debt, and identify the key voices within the organization. When you first start at an organization, you can’t immediately deliver high-end outcomes in the eyes of the client. Spend time understanding structural naming schemes and processes. You’re the new person and only have so many "free question cards" before people start to dislike you for being needy. When you just start at an organization, take notes during every meeting and make sure they are accessible to the team.

During the early stages, this is where you can show value early on.  You should take a step back, learn about the social dynamics, and unravel internal processes. Force yourself to drop old habits and detox a bit from your previous role. This is the time where you need to build relationships. First impressions really do matter, so watch your tone, ego, and other personality traits that are generally disliked. Be the "personality hire" during the early phases; you’ll be able to build trust and identify the strengths and weaknesses of others.

There isn’t anything special about learning new platforms or products to support. Take on every challenge with open arms, stay up late, and show your eagerness to learn and willingness to take on challenges head-first. This will become pivotal later, as you’ll eventually have too many projects, which will allow you to select the projects you enjoy more, helping to prevent burnout. Spend the time reading through those technical books. Please, for the love of God, be humble at all times. Your ego will engulf your ability to listen, learn, and receive critical feedback. Focus on demonstrating genuine appreciation, building rapport, and inspiring others through your actions and communication.

Focus on the important aspects of your business and your role. There is a lot you’re expected to learn when you first join an organization, and you need to filter out the jargon that has little meaning. You won’t have a complete understanding of every process, system, or platform, but with proper note-taking and screenshots, you'll be able to overcome these shortcomings. 

When it comes to building trust, you must remember that respect is not inherently given; it must be earned. It will take time, but a good starting point is to identify the key engineers and leaders within your organization. What may have worked in a previous organization may not translate to your new position for a plethora of reasons.

Try to over-communicate, something that seems so simple, yet is often overlooked. You should be doing this continuously. Make sure people know when you’re starting and finishing something. Don’t leave people guessing if you’ve finished a task. Focus on being well-spoken and articulate statements in a way that others will be confident you are taking the lead. For example, say “I will” rather than “I can.” Create deadlines that provide adequate time and aim to deliver ahead of schedule at all times. Stick to your word.

It goes without saying that relationships are crucial in all business sectors, including accounting, sales, HR, and VPs. However, this may not always be feasible due to the company’s structure and policies. Writing about this here would likely be ineffective because there’s no universal methodology to achieve genuine and engaging relationships. The approach I’ve found effective is based on my unique personality and experiences.

While this may seem very intentional, most of these actions will come naturally over time. The outcome of this level of work often equates to me working on projects that are larger and that I genuinely enjoy. Building this level of trust within the organization also allows a looser leash, in essence, as you’ll be able to work independently more often if you’re consistent with this over time. Another positive outcome is that you’ll often be able to barter for the outcomes you’d like to implement. Over time, you may even be able to get away with more things, not strictly following procedure, as the inherent trust in your individual abilities may outweigh the possible impacts of the change, as others will have confidence in your decision and execution. Don’t take this for granted. In essence, you’ll spend less time being told what to do, and instead choose what and whom to work with.

This certainly isn’t for everyone, nor do I expect people to be willing to work in excess of their role or expected hours, but through this process, I’ve come to love the roles I’ve worked in. We spend so much time entrenched at work, so being able to enjoy the relationships and selecting the projects I get to work on has always made me feel better about the work I am doing. Gaining the respect of others also contributes to this.

This can be an extremely challenging path within a toxic work environment without proper work-life balance in place. Don’t fall into the trap of the negatively connoted saying that "if you do more, more work will come" unless that is something you want to avoid. My entire mentality is that I want to be in a position where people ask more of me.

Do the job, do more than expected, be concise, do it fast, have a big heart, and make real, meaningful relationships. These relationships will help you gain more knowledge and possibly help you in the future with a personal or professional issue. Make time for the things that matter, and be consistent.

The true value of an employee cannot be defined by a single certification or diploma. In the workplace, it's often the relentless dedication and passion that outshine even the most intelligent individuals. The drive to excel, to innovate, and to persevere, driven by an unwavering obsession, often proves to be the most powerful asset anyone can possess.