Working With Your Manager Q&A and Videos

He keeps assigning me projects where the visibility is low and it has made me immensely frustrated. I'm looking for a new job but in the interim any suggestions how to deal with my manager? This has been happening for quite sometime now. I talked to him about it last year and then he moved me to a development project which I did pretty well but after it was over he again assigned me low priority projects/tasks which are very tedious to do and not so rewarding.

I'm not sure talking to him will help me in anyway because he is aware of my interests but he keeps doing this and acts like this is the best he can do.

1. When to start this conversation with my manager knowing org transfer is frozen till March? It might affect psc ratings.

2. Should I start talking to new managers or inform my current manager first?

3. Not sure if I will have enough impact created for mid year signal/ratings if I start looking out for new teams in March and may be join by April?

4. Will there be more jobs posted in March?

5. Please suggest some general guidance for switching teams.

For this upcoming half, I'm working in four different areas: reliability, sourcing, delivery, and datastore table. It just seems like it's too much and I'm not building any depth? Feels like I won't be able to build expertise in anything and be unable to contribute as a good team member if I'm working on everything?

My TL has also informed me they are struggling to scope out work due to a lack of senior engineers. This has resulted in me getting menial tasks such as better engineering work and refactoring in some of these projects (i.e. delivery, sourcing, and reliability). It's great for my diff stats, but I want larger scope and less narrow work to be considered for E4. I'm discussing with EM, but the EM and TL seem like they are on different pages. I'm most interested in sourcing, but seniors are struggling to scope out work.

Any suggestions on what to do here? I feel a bit lost overall and I'm struggling to understand how to get scoped and larger non-menial project work. Should I involve my skip manager here? A couple of questions in this one question but appreciate all the help in advance.

I'm a new grad. I watched the and i understand the theory -- be vulnerable, use it as a time to grow and get feedback on improvement, keep docs and an agenda

But I've only ever had 1-on-1s in my 1 internship where every 2 weeks I'd meet with the manager and it would be 5-10 mins. When I ask how can I improve, they would say yep everything is good, your perf is good, keep doing what you're doing and I'd say ok.

If I told my manager that hey I'm not happy with the current scope and I'm not learning enough they said rn keep doing what you're doing and later in the internship I'll give you other stuff and then I never got different work

In my new different company where I'm working in an early stage startup I want to set up a strong 1-on-1 culture with the founders who I am always working/talking consistently with but I have no idea what actually to talk about?

Can someone share case studies on what your recent 1-on-1s are like? what did you talk about -- breaking down in time components (e.g. first 5 mins small talk, then next 10 mins talking about X, then 10 mins on Y). If someone could share like a blue-print/actionable framework or guide that would be really helpful

In a lot of companies I have worked, the engg management asks you to trust them blindly but expects you to earn their trust (especially if they are newer in team)

This is obviously not the case with all the management leaders. In some places I have seen leaders placing their trust on new people, in others trust is placed based on title of the people (doesnt matter if you are new or old)

but is it commonplace to have situations where trust is demanded blindly from you but you are asked to earn their trust. I thought trust is a 2 way street

But how have y'all seen trust play out in your situations.

I used to ask a question to filter out managers who would be like trust has to be earned. But in practice I have not seen that work

hi all,

I am a tech lead for my team of 5 engineers. I am also a senior eng intending to climb up to staff level.

My manager is not very vocal or supportive and seems reluctant in terms of helping out a plan for myself. I have been working hard though. How can I work with my manager to create a promotion plan for myself and get buy-in from them?

I am not sure if I should move up the eng ladder or transition to management, but are there any guidelines for creating a written promotion plan and manage up so to speak?

I have recently been put into a new project by my manager. I dont like the work in the project and would like to change that before 1 year mark. Its been close to 9 months in my current team. There are no experienced ICs in the project and I dont like the working attitude of others. However, I like my manager and have bonding with him.

Q1 Should I move to a new project?

Q2 How to bring this up to my manager and when is the right time?

After this past half (I joined mid-August), my manager is saying I'm working at a meets all (MA) level. Granted, I only joined in the middle of the half, but when I ask him how can I take the next level to be promoted or have an EE or above rating, I get very vague answers with not much detailed support (he's also a new manager and this will be his first PSC).

This past half, we had an expectations doc where it listed each project and the impact it should have. I hit all those expectations, but with his vague advice, I'm not able to create actionable steps for myself for this half to get the promo or higher ratings.

From Taro, I'm learning code quality, velocity, and impact are the most important at my level - which from my feedback, I'm doing well in. What are some ways to take it to the next level? Finish my projects earlier and take on more projects in the half? Feeling a little bit lost so any advice is greatly appreciated!

Got feedback from manager that my rating is just MA and on the border. I was given the context that my project complexity was not that much and it was a lower level project. I worked really hard and was expecting good ratings. What can I do to make sure that I exceeds the expectations next time?

I know the general advice if one does not know is to ask their manager but sometimes an inexperienced manager might not know themself. Can anyone provide an example to make these concepts clear?

A few criteria I came up with that can be included in the framework involve

• Number of stakeholders (across how many dev teams does the project span)
• Roadmap vs. feature level ambiguity (Designing a service vs. designing an API in that service)
• Technical complexity (How many different services are talking to each other, etc)

For reference, when I talk about mid-level vs. senior-level I am referring to the leveling system across big tech (L4/L5 for Amazon, E4/E5 for Meta, etc.). Thanks!

I'm an incoming SDE intern and will be joining the team at the end of this month. I'm eager to get started and make the most of this opportunity. Last summer, I feel like I didn't perform up to my own expectations and left some room for improvement. I was fortunately to have a return offer but I think I don't really deserve it. This summer, I am committed to learning from my past experiences and striving to do my best. As part of my preparation, I'm planning to have a meeting with our manager to discuss my goals for this summer.

1. Are there any key topics or questions you recommend I should raise in this initial meeting?
2. How can I best communicate my summer goals to our manager?
3. Is there anything you wish you had known or asked when you first joined the team?

Hi,

I have 6 years of experience in the software engineering field, mostly working as a software consultant and at not well known startups. Having done MSc in the field AI, I got an offer to interview with Apple for an interesting role that seemed to have the best from 2 worlds - Software Engineering & AI/ML. To my surprise, after 6 interviews over the span of 2 months and an emotional rollercoaster, I got the job at ICT3 level and moved to another country. I thought I might be underleveled at first, but I kept thinking I actually don’t have experience in AI/ML so they’re levelling me as ICT3 must be right, I also don’t feel like a senior yet.

The situation I’m in now at work is very frustrating and disappointing to me, because of the following :

• I’m still onboarding after 9 months in, without being in a senior role. There is no serious documentation, I have to “network” in a forced manner, to find out vital information for an engineer like “do we have 2 prod environments and when do releases happen”.
• up until now I have not received any tasks or projects to sharpen my skills or keep the ones I worked hard for so far
• I had to beg for 8 months to be included in a project, the explanation was “we’re in the planning stage, we’re waiting for OKs to get started”
• I get neither serious SWE experience from this, nor ML/AI related one.
• Over the past month, after telling my manager I would apply for other jobs if this situation (not participating in anything palpable - just meetings) did not change, they finally moved me to another team that’s closest to SWE that this role can get.
• in the new team, they advertised this project that would mostly be backend work in Go. It turns out the codebase belonged to another team and the role that I’m in, does not imply bettering/maintaining their codebase or adding new features, it’s mostly data hillclimbing and adding some strings in the right places, so super humiliating after having prepared from DSA , system design & design patterns
• I don’t get to touch any AI/ML models yet or work with them, because I don’t have experience with AI/ML
• My manager is a new manager and has half the experience in the field as I do. I talked to him about my disappointment of being so undervalued and his take on this is, I first have to learn the tech stack to participate in “more advanced” projects. However my male colleagues, who joined the company a few months earlier than me, have been given more responsibility faster (participating in 2-3 projects after aprox. 6 months in)
• Time spent in the office is not productive at all, I can’t do focused work there at all. People chat and socialise all the time in the open spaced office we all work in and there are at least 60 people working there. This forces me to work overtime & during weekends, to achieve deadlines for the project and to learn the needed tech stack
• I’m starting to feel trapped in this job because it’s consuming my time, including my free time and I’m actually worried that if I continue like this without coding, participating in code reviews & other healthy SWE practices I’ll get out of hand and have a hard time getting another software engineering job or staying relevant in the industry
• Maybe what I’m experiencing in this particular branch of Apple is unusual for FANG or even other Apple jobs and would be grateful for others’ opinions on this situation.

For context, I work at Apple

I’m currently having difficulty with my manager, who’s made remarks in front of others and micro aggressions, which goes against the inclusion and diversity values of Apple. My manager has been doing this in my 1:1s as well

I’ve been considering talking to HR but I am worried of any repercussions. I know Apple hasn’t laid anyone off yet but they could and I could be the one in my team to be let go (my team’s headcount increased by one person during the pandemic for context). He’s made references to layoffs in my 1:1s

What’s the best thing to do in this situation? I’ve spoken about this with him in the past

What should I think about and focus my efforts on when I get a project and a role that's of (1) bigger scope and (2) tighter deadlines than I'm used to?

Context

A reorg has suddenly thrust me into the TL role for a very high-profile project on a new team. This project is part of OKRs 4 levels up the chain and has the eyes of several director level people across different functions. From what I've heard, this project already suffered from "too many cooks in the kitchen" syndrome, and on top of that, this project has delivery date set in Q3, which is quite aggressive from our org's standards.

I've landed in this position because I was transitioning to this team prior to the reorg, AND the EM/TL/PM/2 L5s has been reorg'ed out, and they needed someone who had previously TL experience and was willing to do it.

I've previously TL'ed a team of 4 people, with important but "normal" priority projects. This is clearly a great opportunity for me, but I am afraid I'm not ready to handle it and I'm at a bit of loss as to what I should be focusing most of my effort on. With the tight deadlines I have, I feel like every day will be a battle so any advice on how to approach this will be appreciated.

I have one other L5 supporting me who I trust very much and a new EM who's rumored to be very good. We currently have 4 SWE including me and we'll be getting more at least 4 more engineers, with lots of adjacent teams helping out. I do also have good standing and connection in the org overall and I know how to get a "normal" project in our org over the line (I did an in-org transfer).

What I'm thinking about right now

1. Knowledge Transition: since a lot of critical members of the team are leaving and I am taking over, I feel the biggest priority in the near term is to absorb as much knowledge from them as possible. So far, they have some prototypes, and I wanted to get my hands dirty, so maybe I should focus on is to understand the work that's been done really well, and the design choices that's been made already?
2. Gather support: I feel like biggest personal risk is that I don't know how to show up in higher-stake meetings with directors. Is it any different? Where do you all see the risk is?
3. Enable the team: I know the biggest responsibility I have, more than anything, is to make sure the team is able to work on the project and help us deliver this. Aside from the L5, I don't know a lot about the people. I feel I should putting my focus on ensuring they are as successful as possible, not focusing on my own technical knowledge as much, for us to succeed. Is that a good way to think about it?
4. Self-management: I anticipate I'll be very stressed and pulled in many directions. I already feel this way. What are some tools I can leverage in "crunch time"?

I need some advice on how to navigate my situation. I have recently joined a staff engineer role and its has been 2 months. My manager mentioned today that I would be put under PIP. He mentioned that there is gap in the expectations.

To give a context, I am the only one person here and everyone else including manager (who is a director) are in different country (in europe), completely different time zone and it has been every hard to get any time from them to discuss anything. I have been left out of important meetings because of the time zone. Now, I am working alone here on a new project independent from others. When I created PRs, they were stuck for ever (sometimes a week or so). I posted in multiple channels, etc. Even sync meeting with team mates sometimes were cancelled because of they were busy and it has been hard. I have raised this with manager but nothing changed. For onboarding, I didn't have a buddy to begin with and manager was my buddy.

I am supposed to talk with HR tomorrow and discuss my options. PIP or mutual termination. I am not sure what should I ask HR and what should I do? Any advice would be greatly helpful.

I joined SAP as a Data Strategy intern. I have one - one calls scheduled with my manager and the rest of the team. One of my team members advised me to have goals, and expectations of the internship ready before going on to 1:1's.

Questions:

1. How can I be realistic and not desperate in explaining my goals and expectations as an intern?
2. Is there any video of the first 1:1 meeting with the manager and team regarding setting goals and expectations out of the internship?