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Say Goodbye

In this time of increasing layoffs, there’s one thing you should do as a survivor. Okay, there’s many things you should do, but one thing in particular.

Say goodbye.

When you hear someone you know is let go, send them a message. If you have their email address, send them an email from your personal account. If you don’t, connect on LinkedIn or another social network.

The day or two after they are gone, send them a message like this:

“Hi <firstname>, sorry to hear you and <company> parted ways. I appreciated your efforts and wish you the best!”

Of course, tune that to how you interacted with them. If you only saw them briefly but they were always positive, something like this:

“Hi <firstname>, sorry to hear you and <company> parted ways. I appreciated your positive attitude. I wish you the best!”

Or, if you only knew them through one project, something like this:

“Hi <firstname>, sorry to hear you and <company> parted ways. It was great to work on <project> with you. I wish you the best!”

You should do this for a number of reasons.

It is a kind gesture to someone you know who is going through a really hard time. (I wrote more about that.) Being laid off is typically extremely difficult. When it happens, you are cut off from a major source of identity, companionship, and financial stability all at once. Extending a kindness to someone you know who is in that spot is just a good thing to do. It reaffirms both your and their humanity.

It also doesn’t take much time; it has a high impact to effort ratio.

There may be benefits down the road, such as them remembering you kindly and helping you out in the future. The industry is small–I’m now working with multiple people who I’ve worked with at different companies in the past.

But the main reason to do this is to be a good human being.

Now, the list of don’ts:

  • Don’t offer to help if you can’t or won’t. I only offer to help if I know the person well and feel like the resources and connections I have might help them.
  • Don’t trash your employer, nor respond if they do. If they start that, say “I’m sorry, I can imagine why you’d feel that way, but I can’t continue this conversation.”. Note I’ve never had someone do this.
  • Don’t feel like you have continue the conversation if they respond. You can if you want, but don’t feel obligated.
  • Don’t state you are going to keep in touch, unless you plan to.
  • Don’t say things that might cause you trouble like “wish we could have kept you” or “you were such a great performer, I don’t know why they laid you off”. You don’t know the full details and you don’t want to expose yourself or your company to any legal issues.
  • Finally, don’t do this if you are the manager who laid them off. There’s too much emotional baggage there. You were their manager and you couldn’t keep them on. They almost certainly don’t want to hear from you.

Be a good human being. When someone gets laid off, say goodbye.

Business Jobs Lifehack Tips | moore |

Career Leverage as a Developer

I was recently on the “I’m a Software Engineer, What’s Next?” podcast. You can view the whole podcast episode and you can subscribe and learn more about the podcast as well. (You can see all my podcast appearances.)

We covered a lot of interesting ground, but one thing we talked about was undifferentiated but scary problems. When you find one of these in the business world, that makes for a good software company. FusionAuth is one example of this. There, we focus on authentication. Authentication is undifferentiated because:

  • most online apps need it
  • it’s not a competitive advantage for most applications
  • there are well known standards (OIDC, SAML, OAuth)

Authentication is scary and risky because:

  • it impacts conversion and user experience
  • the risk of user data being exposed impacts reputation and bottom line
  • there’s jargon
  • there’s security risk

Of course the deeper you get into any area, the less scary it seems, but for the average developer, I think authentication is imposing. There are other undifferentiated but scary areas of software development, including:

  • security
  • performance
  • legacy code upkeep
  • real time systems
  • distributed systems

But one insight that came out of the discussion is that this applies to your career as well. If you focus on undifferentiated scary problems, then you have a lucrative career ahead of you, because the problem is important to solve (because it is scary) and transfers between companies (because it is undifferentiated). If you focus on differentiated problems, such as a scary area of the code base that is unique to the project, you’ll be tied to a particular company. If you focus on safe problems, you can switch between companies but you’re unlikely to make a lot of money, because the problems you are working on won’t be that important.

For new developers, I wouldn’t recommend immediate specialization into a scary, undifferentiated problem. There’s an explore-versus-exploit continuum in careers, and early on, exploration is crucial. You have to find what you are interested in. But at some point, choosing an undifferentiated scary problem and solving it in a relatively unique way gives you significant career leverage. And leverage makes you valuable in the workplace.

It also helps you avoid being a cog. Every employer wants fungible employees, but every employee should resist being fungible. Don’t be “Java Engineer 2” or “React Developer with 3 years experience.” Be someone people want to work with. The goal is for people to say, “I want to work with [your name],” not “I want to work with any React developer.”

By tackling problems that are both scary (high-impact) and undifferentiated (universally applicable), you build expertise that travels with you while positioning yourself as someone who can handle what others avoid.

Business FusionAuth Jobs | moore |

Why Are Interviews Harder Than The Job?

I’ve seen a lot of startups try to make hiring easier over the years, but they all seem to converge on becoming slightly better applicant tracking systems.

Then, a few months ago, I saw this LinkedIn post.

Here’s the post in case you don’t want to log in to see it.

It’s similar in tone to this meme.

I’m currently leading an interview process at my current job. Whenever I do this, I remember how grueling and painful hiring is. And that is as a hiring manager–I know it is even tougher as a candidate in this job market. After all I am getting paid and many candidates are unemployed. I’ve been in the latter situation and the situation is often quite urgent.

But today, I wanted to dig into why interviews for software related jobs are often harder than the job itself. This is a common gripe, where the interview digs into all kinds of technical aspects that are not really needed in the day to day job, or is much tougher than the day to day work.

The reason for this is interview time is limited. Interviewers want to get as much information as they can about the candidate.

(Interviewees should do this too. Even in this market, finding out what you can about the company where you’ll be working is a good idea.)

An interview is like running 100m and a job is like a 10k. If someone wants to see who is better at running across, but only has a certain amount of time, they are going to have everyone run 100 meters, and not a 10k. Even if the real goal is to find the best 10k runner. Hence the Leetcode tests.

This is, of course, not great. But it is the least bad option.

Some alternatives include:

  • contract to hire: This is great if the candidate has flexibility and risk tolerance (health care not tied to a job, willing to risk moving to another job in N months if the contract doesn’t lead to a hire). Many great possible hires will pass at contract to hire, though it does work for some people.
  • homework for interviews: Asking a candidate to solve some problem which lets a candidate work in a slightly less high stakes environment. but requires candidates to do extra work, taking longer than just the interview. This also takes longer to evaluate as a hiring manager. And ff you are doing this, make sure you ask candidates to explain their solution, which helps mitigate AI assisted or copy paste solutions.
  • pair programming: During the hiring process, work on an actual work related project. Companies that have OSS projects can use those, otherwise use something similar to what a new hire would be working on. Viable, but can be hard to pick up enough signal about non-technical skills. Also high-pressure for the candidate–I remember trying to use IntelliJ for the first time at an interview to write some Java code.
  • leverage your network: Hire people you’ve worked with in the past. Time-tested, works well, but limits opportunities for those without experience or a network. Also means as a company you’re going to be more homogeneous, which can limit you (see this 1996 HBR article).
  • historical interview: Beloved by the authors of “Who”, with this method you ask a series of questions about the candidate’s history, gleaning insight into their history. If they have done something similar to what you are looking for in the past, they’ll be able to do it in the future. I did this for the current hiring process so the jury is out for me, but am hopeful.

Hiring is hard because both parties have limited data and are trying to present in the best way, yet success is multi-dimensional and may not be visible for months. No easy answers.

Jobs | moore |

Why Developer Relations Jobs at Startups are Not Entry Level Positions

Developer relations jobs at startups are sometimes seen as suitable for entry-level developers, but this is a common misconception. In reality, these positions require a diverse skill set that can be overwhelming for new engineers.

The Variety of Tasks

Developer relations jobs at startups require a variety of tasks, including writing documentation, creating tutorials, writing example apps, giving presentations, and attending events. You’ll need to be able to prioritize these tasks, drive them to completion (often with the help of other startup colleagues) and re-order them based on changing needs and input.

This is all on top of the normal chaos at a startup, when you will be either searching for product market fit, pivoting or scaling. The combination of these tasks can be overwhelming for new engineers who are still learning the ropes.

The Solitude

This means that you need to be able to navigate the often chaotic environment of a startup on your own, without much in the way of project guidance or career development. You will need to rely on yourself and your own skills to be successful. This can be intimidating for new engineers who are just starting out their careers, but with the right attitude and knowledge it is possible to thrive.

Credibility with Developers

Developer relations jobs at startups require credibility with both beginner and expert developers. This means that you need to be able to communicate effectively with developers who are just starting out, as well as those who are experienced in the field.

While entry level developers can empathize with other beginning developers, technically connecting with experienced developers is a tall order. This requires a deep understanding of the technology and the ability to explain it in a way that is accessible to everyone.

Credibility with Founders

Developer relations is a long game, so you need to have buy-in from the founders of the company. They need to invest in you, in the community, and in your activities that strengthen the company’s ties to the community. This requires a deep understanding of the technology and an ability to communicate effectively with developers of all levels. It also requires demonstrating technical prowess and expertise that will be respected by the founders so they can trust that their investment in you and your activities will pay off. Having a few years of experience under your belt can help build this credibility, as it shows that you are familiar with the technology and have built up a base of knowledge that can be used to benefit the company.

Learning New Technologies

Developer relations jobs at startups require you to get up to speed quickly on a variety of technologies. This means that you need to be able to learn new things quickly and be able to explain them to others.

You need to be able to understand the abstractions your product sits upon, as well as the tools it can integrate with. The more experience you have with different technologies, the easier this is. Conversely, this can be a daunting task for new engineers who are still learning the basics.

Foundation of Production Level Code Experience

Finally, developer relations jobs at startups require a foundation of production code experience. This is because you need to be able to connect with developers who will be evaluating your tool.

You need to be able to speak their language and understand their needs. This requires a deep understanding of the technology and the ability to write production quality code.

Where This Advice Doesn’t Apply

If you are joining a larger startup or company with an established developer relations teams, much of this post does not apply. In this case, you’ll have founder buy-in, support from team members, and more defined tasks.

You may still have trouble connecting to experienced developers with complex questions, but may be able to connect them to other team members who can help them.

What To Do

If you are interested in developer relations, play the long game with your career. Spend a few years as a software developer, working on a team shipping code that users will enjoy. Learn how developers think and approach problems.

You can also engage in the communities that are important to you, either online (slacks, reddit, hackernews, etc) or in-person (conferences, meetups, etc). Volunteer or speak at events, which can help you understand the nuts and bolts of what goes on.

After a couple of years, you’ll have the software engineering foundation as well as the community experience to set yourself up for a fantastic devrel career.

In Conclusion

In conclusion, developer relations jobs at startups are simply not entry-level positions. They require a diverse skill set that can be overwhelming for new engineers. They require credibility with both beginner and expert developers, the ability to get up to speed quickly on a variety of technologies, and a foundation of production level code experience.

 

Devrel Jobs | moore |

Joining FusionAuth

I wanted to let y’all know that I’ve joined FusionAuth as a developer advocate. I’ll be working to help our customers succeed and promote the virtues of standards based user management systems. I get to write a lot of content and example applications against a full featured API.

I’ve built enough systems to know two things:

  • Users and their behavior are almost always a key part of any software application.
  • User management is difficult to get right, especially if you want to use secure best practices and standards such as OAuth.

FusionAuth wants to elevate everyone’s user identity management system. The community edition is free and will always be. (It’s important to note that it is free as in beer, not free as in speech, but almost all of the development happens in the open.) If you want to run FusionAuth on your own forever, that’s great! You get a secure user store that supports OAuth, SAML and two factor authentication, free forever. We’ll happily provide you “best effort” support in our forums and we’ve seen the community help each other out too (most notably in the creation of helm charts to run FusionAuth on Kubernetes).

If, on the other hand, you find value in FusionAuth and want guaranteed support, custom development, or hosting, we’re happy to sell that to you. The price is often a fraction of the other solutions out there. Another differentiator for FusionAuth is that you can host it wherever you want: in your data center, in your cloud, or on our cloud servers. Not every client needs that level of control, but many do.

I really love the business model of providing a ton of value to your end users and monetizing only a small percentage of them with unique needs. (I’ve been involved in this type of business before.) The business thrives and there’s a ton of consumer surplus generated.

I’m really excited about this opportunity. It’s a nimble company with a passionate team based in Denver. If you need a user identity management system built from the ground up for developer happiness, please check us out.

FusionAuth Jobs Useful Tools Web Applications | moore |

Joining Transposit

I am starting a new job today. I joined Transposit as a developer advocate.

I’m excited for two main reasons.

I think that the company is in the right place to solve a real customer pain point. In my mind, this stands at the intersection of Heroku and Zapier. I love both these companies and have used them, but sometimes you need something that is more customizable than a chain of Zaps (perhaps something that maintains state or interacts with an API action that Zapier doesn’t support) and yet you don’t want to be responsible for the full SDLC of an app running on Heroku, including all the pain of deploying and building authentication. Even with Rails, you still need to snap together a number of components to build a real application on Heroku. You might reach for AWS Lambda, especially if you are only working within the AWS universe, but what if you need access to other APIs? You can pull down an SDK, but you just put yourself back in the land of more complexity.

I’ve encountered this myself and understand how much software doesn’t get built for these reasons. (Or it gets built and does half the job it could, or it gets built and turns into a maintenance problem in a year or two.)

Transposit threads this needle by creating a low code solution. You have all the power of Javascript (with the perils as well). It handles some of the things that pretty much every application is going to have (authentication, scheduled jobs, per user settings) and hosts your application for you. The big win, however, is the API composition abstraction. Every API they integrate with (full list) is just a database table. The syntax can be a bit weird at times, but the abstraction works (I’ve created a few apps). Authentication with an API is managed by Transposit as well (though you have to set it up) and you have the option of having the authentication be per user or application wide.

I think that Transposit is going to make it much easier to build software that will help automate business and make people’s lives easier. That’s something I’ve been thinking about for a long time. It’s free to signup and kick the tires, so you can go build something, like a slackbot that fits into a tweet.

The second reason I’m excited to join Transposit is because I’ll be shifting roles. After a couple of decades as a developer, CTO, engineering manager, tech lead and technology instructor (not all at the same time!) I’ll be trying out the developer advocate role. I’ll be doing a lot more writing and interaction with Transposit’s primary users, developers, to help make the platform into the best solution it can be.

PS, we’re hiring.

APIs Jobs | moore | | 1 Comment

What makes you a better developer, working at an early stage startup or working in a team?

Bike courierI gave a presentation at Boulder.rb last night about my experience being the technical co-founder of a startup for two years. After the presentation, someone asked a really interesting question. Between working as a solo co-founder of a startup or working in a larger team at an established company, which experience makes you a better developer?

First, a digression. I often commute around town by bike. There are many benefits to doing so, but one of the ones I think about a lot is being on a bike gives you the ability to move through streets more freely. Specifically, you can switch between acting like a car (riding on the road) and acting like a pedestrian (riding on the sidewalk). Used judiciously, this ability can get you places faster than either (hence, bike messengers).

In my mind, a true developer is like that. They can bounce between the world of software (and across the domains within it) and the world of business to solve problems in an efficient manner.

Back to the question at hand. I think that the answer is based on what you mean by better. Are you looking to gain:

  • customer empathy
  • ability to get stuff done through barriers of ignorance and resource constraint
  • a wide set of experience across a lot of different software related domains (security, operations, ux, data modelling, requirements gathering, planning, bug fixing, etc)

If getting these skills make you into the better kind of developer you want to be, you will be well served by being a technical co-founder or founding engineer (more thoughts about the distinction here).

If on the other hand, you are looking for:

  • deep knowledge of a smaller subset of the software world
  • the ability to design software for long term maintainability and performance
  • experience working with a team of stakeholders, each with a different perspective on the problem you are solving

then you are seeking a place on a team, with process, code reviews, conference attendance and free snacks (most likely).

Who is a better developer? The person with experience working with (possibly leading) a team and deep knowledge of a subset of technology? Or the person who can be a jack of all trades and take a product from an idea to something customers will pay for?

I’m going to leave you with the canonical consultant’s answer: “It depends.” The former I’d call an expert programmer and the latter a true developer. They are both extremely valuable, but are good in different companies situations.

Jobs Presentations Startup | moore | | Leave a comment

My first day at Culture Foundry

I am excited to pen that title. I’ve joined Culture Foundry, a digital agency that connects the world through beautiful technology. There are a number of reasons I accepted a position with this firm, but a few that jump to mind are:

  • they are good people. This is important as a great job with a bad manager is no fun. A great manager can help make a bad job better.
  • they are working on interesting technology problems, including API integrations and high traffic websites.
  • they are 100% remote. This flexibility is really important to me.
  • they work on stuff their clients’ value.
  • the team is big enough to take on larger projects, but small enough to be agile.

For now, I’m going to be drinking from the fire hose, trying to get up to speed on their systems, so the blogging may slow down a bit. But I’ll definitely be sharing things I learn from this new opportunity. Here’s to new adventures!

Blog Jobs | moore | | Leave a comment

HN Job Posting Thread

Person refusing bag of moneyIf you aren’t an avid follower of Hacker News, you might not be aware that once a month there’s a job posting thread on the site. This community has its rough edges, like any other, but this thread offers a great place to reach the audience–software developers, startup aficionados and technologists of all stripes. Here’s the April 2018 job thread.

I find this a bit more credible than the job sites because there’s community policing and because it expires there’s less incentive for recruiters or other bad actors gaming the system. Because it is free and specifies only employees of a company may post, I think that the job openings are more genuine. You often see hiring managers post their contact info, and an email to them is far more likely to get a response than submitting to an applicant tracking system. You can often find salary ranges, and the audience and posts are global. It’s also worth noting that this feeds into some other sites like whoishiring.io.

I have posted on behalf of a few companies for which I worked and have had a decent hit rate. Haven’t seen any real success numbers though.

Whether you are on the market, hiring, or just curious, more data is usually useful, which is why this is always a thread I peruse. If you want to look at previous months postings, you can see them in this bot’s submissions.

Jobs Recruiting | moore |

Leaving well

Bird leaving eggLeaving a company in a way that is fair to both you and your company can be difficult. When employed, we spend a large portion of our waking hours at work. You may be leaving a group of people you loved, a toxic environment, a place you’ve outgrown, or a place you’ve loved and just need to move on from for personal reasons. Because of the amount of time invested and the multiplicity of emotional circumstances, it can be difficult to leave well. Below are some thoughts on this career transition, however, I’m not writing about why you should leave, just how the process should go once you’ve made that decision. (Note that some of these apply to transitioning positions within a company.)

Before you are thinking about leaving

  1. Prepare to leave well before you think about leaving by documenting your decisions, processes and systems. This has the added benefit of letting you do better in your current position. When you write down how you do a task, it gives you the chance to review it and consider optimizations, as well as revisit it in the future and perform the task just as well. Make sure to date all documents. When you revisit a system or process, revisit the document.
  2. Watch how other departing employees are treated. Expect to be treated in a similar manner. Some companies want to usher folks out quickly (to the point of just paying their standard two weeks notice immediately and having them depart) while others will be more flexible. Some managers will treat departing employees with compassion and respect. Others may not.
  3. You won’t be able to effect change at the company once you have publicly decided to depart. If you want to effect change, stay at the company work within the system.

Once you’ve decided to leave

  1. Save and put that money into a liquid savings account. How much? As much as you can. This will make the transition less scary and allow you greater flexibility.
  2. Decide on boundaries and stick to them. Being helpful with the transition doesn’t mean you have to be a doormat.
  3. It’s always easier to find a job when you have a job. Think about reactivating old networks, inviting folks for coffee, and checking out the job market while you are still in your position.
  4. When you decide to leave, give as much notice as possible. Since you’ve been observing how folks are treated and you know your own situation, adjust for those factors. However, I’ve found letting managers know about my departure with plenty of notice ensures a smooth departure. Personally, I’ve given up to two months of notice.
  5. I’ve never had a counteroffer, but I’ve read that accepting them is a poor choice.
  6. Make a plan with your manager. Take point on this, as you are the person who knows your job best. This plan should be your first task after you’ve told your manager you are departing.
  7. Keep a spreadsheet of departure tasks including owner, date to be completed and description. Sometimes important things are overlooked. This is where having documentation (see step 1) is helpful, but also look at your to-do lists, your and calendar entries.

Telling your fellow employees

  1. Let the company control the narrative about when you are leaving, including when to tell the team. However, if you are approaching your departure date and no one on the team knows, push your manager to publicize it.
  2. You will likely have many reasons for your departure. Pick a major, true, banal reason or two and answer with that when team members ask why you are leaving. There’s no need to get into every grievance, reason or issue you had.
  3. Your decisions will have less weight once you announce your departure. This is natural; team members that are staying discount your opinions because you won’t be living with the consequences. Prepare yourself for this.
  4. Consider offering to consulting to the company if it makes sense for you and the timing is right. Charge a fair market rate. Realize that stepping into this role may be difficult emotionally.
  5. Once your exit is public, your focus should be bringing other employees up to speed so they can do your job when you’re gone. It may feel good to bang out one more bugfix or initiative and if you have time to do that, great, but your primary focus should be on documentation and knowledge transfer.
  6. Realize that this transition will feel momentous to you, but that it is far less important to everybody else (both inside and outside the company). A company should have no irreplaceable employees.
  7. Treat everyone as fairly as possible. Remember that you may be working with some of these folks in a few years’ or decades’ time.
  8. Be professional and courteous (I can’t think of a time when this is bad advice, but at moments of transition it is especially important).

Leaving a job is a very personal decision and will impact your career. Spend time thinking about how to leave well, treat everyone with respect and have a plan.

Jobs Lifehack | moore | | Leave a comment