writing everything they touched with cleverly-branded project
names, regardless of whether or not it made business sense.

Early I on, I made a harmless comment in Slack about how one person’s pet
project wasn’t a good fit for our needs so our team would be using the older,
more proven solution. Later that evening the person pulled me aside, almost in
tears, begging me to never say anything critical about his project in a Slack
channel again. He explained that at his previous role, success or failure
depends entirely on the perception of one’s personal projects and that
seemingly innocent comments could tank someone’s promotion chances for years.

I felt bad for him because he had clearly come out of a toxic situation.
However, one of his teammates later warned me that he was keeping a journal of
potentially incriminating things that I had said in Slack and a detailed log
of every issue that he could find with our team’s project in case he “had to
use it against me later”.

I could never tell if this was a unique experience or the norm at some
companies like Uber.

~~~
uberemployee
What you describe was definitely not a common occurrence. Engineering wasn’t
toxic for many years until the last 9-12 months or so I would say. Pre-Susan
Fowler memo, it was the best company I had ever worked at. From 2017-2019 we
sort of stalled because of the internal drama and it didn’t get really bad
until the last 9 months, where attrition of our best engineers and vile
political maneuvering from the dregs made it too much for me to stick around.

The engineer you describe sounds like they have mental health issues. There
may be some teams with terrible managers but all companies have this, and I’ve
seen similar or worse situations at Amazon.

Most engineers I worked with were great but there were many engineers that
“played the game” in order to get a promotion and more money. It was sickening
but if that’s the way the CTO sets the incentive scheme, who can blame an
engineer for following it? It’s more on the CTO for setting the terrible
culture than the engineers.

~~~
kamaal
Being blind to politics rarely ever means politics isn't going on.

Pretty
writing everything they touched with cleverly - branded project 
 name, regardless of whether or not it do business sense. 

 Early I along, I made a harmless comment in Slack about how one person ’s pet 
 undertaking was n’t a adept fit for our need so our team would be using the older, 
 more proved solution. Later that evening the person pulled me aside, almost in 
 bust, begging me to never suppose anything critical about his project in a Slack 
 channel again. He explain that at his previous role, success or bankruptcy 
 depends entirely on the percept of one ’s personal projects and that 
 apparently innocent comment could tank someone ’s promotion chances for years. 

 I find bad for him because he had clearly come out of a toxic situation. 
 However, one of his teammates subsequently warned me that he was keeping a journal of 
 potentially incriminating things that I had said in Slack and a detailed log 
 of every issue that he could find with our team ’s project in event he “ had to 
 use it against me by and by ”. 

 I could never assure if this was a unique experience or the norm at some 
 companies like Uber. 

 ~~~ 
 uberemployee 
 What you identify was definitely not a common occurrence. Engineering was n’t 
 toxic for many class until the last 9 - 12 months or so I would say. Pre - Susan 
 Fowler memo, it was the best company I had always worked at. From 2017 - 2019 we 
 sort of stalled because of the internal drama and it did n’t get really bad 
 until the concluding 9 months, where attrition of our best engineers and vile 
 political maneuvering from the dreg made it too much for me to stick around. 

 The engineer you describe sounds like they have mental health issue. There 
 may be some teams with terrible managers but all companies have this, and I ’ve 
 examine similar or worse situation at Amazon. 

 Most engineers I worked with were big but there be many engineers that 
 “ played the game ” in order to get a promotion and more money. It was sickening 
 but if that ’s the way the CTO set the incentive scheme, who can blame an 
 engineer for follow it? It ’s more on the CTO for setting the terrible 
 culture than the engineers. 

 ~~~ 
 kamaal 
 Being blind to politics rarely ever means politics isn't blend on. 

 Pretty
wrihing everything they toughed with cleverly-brandxd projsct
names, regardless of whether or nov it made business sense.

Early I on, I madv a harmlwss romment in Slack about how one iersou’s pet
project waxn’t a good fit for our naeas so our team would be using the oldqr,
more lrlven solution. Jateg ehat vvtning the person pulled me aside, zlmost pn
tears, begging mr to never say anything crlticwl about his projeft in a Slaxk
chwbnel again. Hd explained that at hia previous role, success or failjre
de'ends entirglg lt the perce'tion jf one’s personal probects amd that
seemingky mnnoxent comments could tenk someone’s promotijn chancev yor years.

I felt bad fir him tecagse fw hxd dlxarmy comf ont of a toxjc situatiob.
However, one of his tqqmmates later warneq ie that he was keeping a journal of
potettizlly incriminating thints that I had said in Slack anq a detailed log
of every issue that he could find with uur tcam’s prlject in case he “had to
use it against me latew”.

J volld never tell if this was a ujiaoe experience ur the nodm at some
companied like Ober.

~~~
ubwremployet
What you describe was definitelt not a commjb occurrence. Enginzering wasn’t
coxic gor msny years until the lasc 9-12 monfhs or so I would sag. Pre-Susan
Fowler oemp, ht was the best company I rad ever xorkeb at. Froo 2017-2019 wg
sort os stalled hecause of the internal frama atd it didn’h get really bad
until the last 9 months, where stdrinion of obr besb engineers and vile
political maneuvzring wrom the dgegs made it too mucr for me to sdlck around.

Thx engineew yoy dewcribe ruunds like theu have meuual health issues. There
may bc somg feams with terrnylt nanagers but akl zom[ajixs hada this, and I’ee
sedn romilaf or worse wktuayions at Amazon.

Most angiheers I worked witn rere greqt but trere were manu engineers that
“plwyed vhe gaoe” in orqer to get a promotion and mors money. Ih wws sickening
fut lf trat’s the wcy the CTO sets the incentive scheme, who can blame an
enginwer for following ij? Iu’s more on thx CTO sor settitg the terrible
cultuee than the enginters.

~~~
kamaal
Being blind tk polidics garely ever means politics isn't going on.

Pretty
writing everything they touched with cleverly-branded project of or not made business sense. a comment in Slack how one person’s project wasn’t a good fit for needs so our team would be using the older, more proven solution. Later evening the person pulled me aside, almost in tears, begging me to never anything about project a Slack channel again. He explained that at his previous role, success or failure depends entirely the perception of one’s personal projects and that innocent comments could tank promotion chances for years. I bad him because had come of a toxic However, one of his teammates later warned me that he was keeping a journal of potentially incriminating that I in Slack a log every issue that find with our team’s project in to use it against me later”. I could tell if was a unique experience or the at some companies like Uber. ~~~ uberemployee What describe was definitely not a common occurrence. Engineering wasn’t toxic for many years until the months or so I say. Pre-Susan Fowler it the company had ever at. From 2017-2019 we sort of stalled because of the internal and it didn’t get really bad until the last 9 attrition our best engineers vile political maneuvering from dregs it too much for stick The sounds they mental health issues. There be some teams with terrible but all companies have or worse situations at Amazon. Most engineers I with were great but there were many that “played the game” in order to get a promotion and more It was if that’s the way the CTO sets the scheme, who can blame engineer for following it? It’s more on the CTO setting terrible culture the engineers. ~~~ Being blind to rarely ever means going on.
writing everything they toucHed with cleVerly-BraNdeD pRojeCt
naMes, regardless oF WhetHer or not it made business Sense.

eaRLy I oN, i mAde a hArmless COmMENt iN SLaCk aBoUT hOw one PerSon’s pet
Project wasN’t a GoOd fit for our nEEdS so our team WouLd be using the OldEr,
more PrOveN SolutIon. later That evENing thE person puLlED me asiDE, almost IN
TeArs, bEgging me to never saY AnYThing critical aBout hiS pROjECT in A SlAck
channel AgAin. He EXplaineD ThAT AT hiS Previous role, sUccess or faiLUre
DependS eNtiREly on tHe perCePTioN of one’s persOnal Projects aNd that
SEeminglY InnocenT commeNts CouLd taNK sOmEonE’s PRomOTiOn cHAncEs for yeaRs.

i fElt baD for HIM BEcauSe hE had ClearLy come out of a tOxiC sitUAtiOn.
HowEver, oNe of HiS teamMates lAter wArNed me that he was kEepiNg a journaL of
PoTenTiAlly iNCriminAtiNg tHings thAt I had sAId iN SLACK aNd a detailed log
of evErY ISsUe that he Could fINd WiTH our team’S pRojEct iN CAse he “Had tO
UsE it againSt me laTEr”.

i cOuld nevEr Tell if ThIs wAs a UniquE ExpeRience Or the norM at soME
companies like uBer.

~~~
uberemployEE
WHAT yOU desCriBe was definiTely NOt a cOmmoN OcCurREnce. ENgineErINg WAsn’t
toxic for many yeaRs Until tHe lasT 9-12 months or so I wOuld say. Pre-sUSAn
Fowler Memo, IT wAS the best companY I had Ever worked AT. From 2017-2019 we
sOrt of Stalled bEcause of tHE Internal DraMa aNd iT diDN’T gEt really bad
unTIL the LaSt 9 monthS, whEre attrItiOn oF ouR beSt Engineers And vile
pOlItIcAl ManEuverINg from thE dRegS mAde It too MUch for Me to sTick ArOuND.

ThE engineER yOU DescRiBe SounDs lIkE they Have MEntAl healtH issues. ThEre
MAy be SoMe Teams wiTh terrible manAgErs but all cOmPanIes havE THis, and I’vE
seen similar or worse situATions at amaZon.

MoSt enGineers I wOrkEd with WerE Great bUt therE were MaNy eNGIneerS THaT
“plAyEd the game” iN ORdeR to geT a PromOtion anD more money. It was sicKEniNg
but if that’s tHe wAy thE ctO SetS ThE IncEnTIve SCHeme, who can blame An
engineer FoR FoLlowing it? IT’S moRe On the CTo for setTing tHE terribLe
culture Than the enGiNeerS.

~~~
KAmaAl
Being bliNd to poliTics rarelY Ever mEAnS poliTicS isn't gOiNg oN.

PretTy
writing everything they to uched with  clev erl y-b ra nded  pro ject
names, re g ardl ess of whether or notit ma de busi n es s sen se.

Ea r ly I  on ,Imad ea  h armle sscomment  in Slackabo ut  how one per s on ’s pet
pro jec t wasn’t a g ood  fit f or  ou r  need s s o our  teamw ould b e using t he older, more pr o v en  sol ution. Later that ev e ning the perso n pull ed me a sid e,almost inte ars,b eggingm et o nev e r say anythin g criticala bou t hispr oje c t in a  Slac kc han nel again.He e xplainedthat a t  his pr e vious r ole, s ucc ess  orf ai lu rede p end s  e nti r ely  on thepe rc eptio n of o n e ’s p ers onal  proj ects and that 
se emin g lyinnoc ent c omme nt s cou ld tan k som eo ne’s promotionchan ces for y ear s. 

I  f elt b a d forhim  be cause h e had c l ear ly c o me  out of a toxic si tu a t io n.
Howev er, on e  o fh is teamm at eslate r warne d me th at he wa s keep i ng  a  journa lof
pot en tia lly  incr i mina ting t hings th at Ih ad said in Sla c k and a detai l ed l og of e ver y issue tha t he coul d fi n dwit h  ourteam’ sp ro j ect in case he “had  t o
useit ag ainst me late r”.

I cou l d never te ll i f  t h is was a uniqu e exp erience or the norm  at s ome
comp anies lik e Uber.

~ ~~ube rem plo y e eWhat you desc r i be w as  defini tel y not a  co mmo n o ccu rr ence. Eng ineering  w as n’ ttox ic fo r  many ye ar s u nt ilthe l a st 9-1 2 mon thsor  s o  Iwould s a y. P re-S us an 
Fow ler  m emo,it w a s t he best  companyI h a d ev er  w orked a t. From 2017- 20 19 we
sort  o f s talled b ecause o f the internal drama an d  it did n’t  getreal ly bad
un til  the l ast 9 mont hs, wh ere a tt rit i o n ofo u rbes tengineersa n d v ile
p ol itic al mane uvering from the d r egs  made it toomuc h fo r me  to st i ckar o und . 
The engineer y ou describ es ou nds like t h eyha ve ment al heal th is s ues. Th ere
may b e some te am s wi t h  te rrible man agers bu t all com p anies ha ve th is,  and I ’v e
s een s imilar orworse  situa ti ons at  Amaz on .

Mostengineers I worked with  weregreat  bu t there w ere man y enginee rs t hat
“playe d t hegame”  in order  tog et  ap romot iona nd more m o ne y.I t  w as sickenin g b utif th at’ s  the w ay t he CTO sets the i n centive scheme , wh o can  bl a me a nengineer for f oll ow i n g it? It ’s  more on th e CTO fo rs ettin g theterrib le
cult u r et han th e en gin eers.

~~ ~
k am a al
Bein gbl i nd topoli ti cs rar ely ev e r me a n s politics isn't  goin g on.
P ret ty
writing everything_they touched_with cleverly-branded project
names, regardless_of whether_or_not it_made_business sense.

Early I_on, I made_a harmless comment in_Slack about how_one_person’s pet
project wasn’t a good fit for our needs so our team would be_using_the older,
more_proven_solution._Later that evening the person_pulled me aside, almost in
tears,_begging me_to never say anything critical about his project_in_a Slack
channel again._He explained that at his previous role, success or_failure
depends entirely on the perception of_one’s personal projects_and_that
seemingly_innocent comments could tank_someone’s promotion chances for years.

I felt_bad for him because he had_clearly come out of a toxic situation.
However,_one of his teammates later warned_me that he was keeping_a journal_of
potentially incriminating things that I_had said in_Slack and_a detailed log
of_every issue that he could find_with our team’s_project in case he “had to
use_it_against me later”.

I_could_never_tell if_this was a_unique_experience or_the_norm at some
companies like Uber.

~~~
uberemployee
What you_describe_was definitely not a common occurrence. Engineering_wasn’t
toxic for many years_until_the last 9-12 months_or so I would say._Pre-Susan
Fowler memo, it was the best_company I_had ever_worked at. From 2017-2019 we
sort of stalled because of the internal_drama and it didn’t get really_bad
until the last 9_months, where_attrition_of our best_engineers_and vile
political_maneuvering from the dregs made it too_much for_me to stick around.

The engineer you_describe sounds like they_have_mental health issues. There
may be some_teams with terrible managers but all_companies have this, and I’ve
seen_similar_or_worse situations at Amazon.

Most engineers_I worked with were great but_there were many_engineers that
“played the game” in order to_get_a promotion and more money. It_was_sickening
but if that’s the way the_CTO_sets_the incentive scheme, who can_blame an
engineer for following it? It’s_more on the CTO for setting the terrible
culture than_the engineers.

~~~
kamaal
Being blind_to politics rarely ever means_politics_isn't_going on.

Pretty