Beyond the basics, how did you know if you were doing a good job?

I didn’t. I’m not sure how I would.

When the feedback paths are missing, success is measured through peer opinion, i.e. the practitioners that have a good reputation among their peers are considered skilled, regardless of what their real world impact is.

À voir comment cette loi sera appliquée; et comment les entreprises montrerons la rémunération.

Les salaires de développeurs ne semblent pas avoir augmentés plus que cela. Ils ont cependant suivi l'inflation.

The hourly compensation graphic shows that: the hourly compensation does not go up (9.2%), in contrary to the productivity (74.4%) since 1973.

We need a different approach. We need to hold corporations accountable, fight for fair wages, and advocate for policies that address the root causes of economic inequality.

The path to financial freedom shouldn't be paved with endless side hustles. It should be built on a foundation of fair compensation, work-life balance, and a social safety net that allows everyone to pursue their passions without sacrificing their well-being

The long-term popularity of any given tool for software development is proportional to how much labour arbitrage it enables.

What do I mean with labour arbitrage?

Les personnes qui prennent le temps pour être interviewé peuvent être rémunéré. Ce n'est pas déconnant.

Juste, éviter de vous offusquer qu’un profes­sion­nel demande à être rému­néré quand on solli­cite deux heures de son temps pour resti­tuer son exper­tise.

La majorité des salariés passent par le chômage indemnisé au cours de leur carrière.

Dans un article récent, le sociologue Mathieu Grégoire soulignait que la "fuite" des données de France travail concernait 48 millions de personnes passées par l'institution au cours des dernières décennies.

Il en conclut donc que la plupart des personnes passent par le chômage durant leur carrière.

You see, most of these books on productivity come from places of privilege. They are authored by people who either control their task lists or, quite often, occupy positions where they are no longer burdened by one. The problem is that most of us, the mere mortals who consume these books, do not sit in this graceful position.

As I said at the start, there will always be more work, and that's a good thing to keep moving and stay motivated. However, there comes a point when it becomes too much, the plate is piled too high, and there is no room to breathe. Drowning in tasks is a terrible way to go.

Putting it another way, your work can only be as interesting as your problems.

• Forget your last job
• Add value from the start: how to improve the onboarding process
• Ask a lot of questions
  • trivial with quick answers
  • not trivial with an in-depth answert that gives a lot of context
  • completely nontrivial and no one had ever asked it.
• Have uncomfortable meetings with your manager
• Things are there for a reason
• Get context
• Socialize

How to ramp up quickly?

The first step is to find someone on the team and ask for 30 minutes with them. In that meeting you have a simple agenda:

• For the first 25 minutes: ask them to tell you everything they think you should know. Take copious notes. Only stop them to ask about things you don’t understand. Always stop them to ask about things you don’t understand.
• For the next 3 minutes: ask about the biggest challenges the team has right now.
• In the final 2 minutes: ask who else you should talk to. Write down every name they give you.

Repeat the above process for every name you're given. Don’t stop until there are no new names.

I'm sorry, did you forget the last 200 years of technological progress advancing productivity yet leading us to work even longer hours? If we want to work less, we need unions, not tech.

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