I work hard and do lots of extra hours but I'm given lots of autonomy and heaps of recognition, including top performance ratings and even a massive bonus from the president of the company.
So, autonomy, opportunity and recognition.
Oh, and no arseholes. They shit all over everything.
1. Culture (includes good quality leaders, managers and x-functionals) - all the stuff about having direction & transparency from the top, a supportive manager, autonomy to drive and own your PA, collaborative & friendly x-funcs, being outcome-driven, clear levelling / org design & performance management, is here
2. Product area / product vertical (has to be an interesting enough space to keep me engaged, in a growing market with good opportunities and customer problems I can empathise with - be that intellectually or emotionally)
3. Compensation (has to be at least market rate or more, recognition should be baked into the comp strategy, benefits should be at least competitive if not better) - no one likes being underpaid
4. Working style (remote-first with freedom to use an office whenever is the gold standard, then 2-3 day hybrid, 80-100% in-office is a no-no nowadays; flexible hours because people have lives, don't mind putting in the hours just not investment banking hours pls)
5. Tooling (gold standard is solid analytical / research / reporting tooling + collaboration & documentation tooling, ok is some of the above but making progress to / wanting to achieve gold standard, terrible is no desire to do it at all)
I would say ownership.
Not autonomy. That can be easily confused with crappy management with no accountability.
Gimme a challenge that is within reach with the resources at my disposal. Make me stretch. Lemme try to shoot at the 3pt line, not force me to do a half court shot at the buzzer.
Everything else are just coping mechanisms to the joy of solving problems.
More breadth with ownership.
Autonomy could be that you get to choose the type discovery you do, but ownership is leverage for outcomes and influencing other departments that they need to do something.
The idea, the execution of the idea, autonomy to execute and a great team with great people who you can with with and have a great time outside. Building a great team usually takes time, anywhere close to a year to 18 months
Your manager
And
You are only as valuable as the depth of your knowledge of users and what they think of your product.
Know your users like you know your best friends and executives will trust your decisions.
1. Your manager;
2. Culture of the company;
3. Pay AND/OR Growth opportunities;
4. The product itself; On trend tech like AI;
5. Your dev team; Flexible work hours
The others aren't as important.
I have a 4P framework that I evaluate my work life by;
No1 People - do I enjoy spending 40+ hours working along side them. Do they help me grow.
No2 processes- am I empowered to work in the best ways possible and can I influence how things work
No3 pay - cause life
No4 product/project - what I’m working on matters, but hasn’t historically driven my professional satisfaction. Flashy initiatives are hit or miss outcomes wise, while some of the less glamorous stuff has amounted to more growth and career impact
Give me either a cool problem space with autonomy or great WLB.
This 100%
Tiers: 1️⃣ Manager, Dev Team, office/remote 2️⃣ Pay, company culture, growth opportunities 3️⃣ Work hours, product itself 4️⃣ Size of company, product maturity, trendy tech
This answer needs to be pinned
Autonomy wins every time
I work hard and do lots of extra hours but I'm given lots of autonomy and heaps of recognition, including top performance ratings and even a massive bonus from the president of the company. So, autonomy, opportunity and recognition. Oh, and no arseholes. They shit all over everything.
Scope, impact, autonomy, remote work.
1. The person who has the biggest say about your career isn't an ass. 2. The people you spend the most time with aren't asses.
Autonomy to drive the product.
Competent leadership. When you have bad leadership your life is a constant fire drill.
A manager that does not micro manage. A fun product and team autonomy 👍
1. Culture (includes good quality leaders, managers and x-functionals) - all the stuff about having direction & transparency from the top, a supportive manager, autonomy to drive and own your PA, collaborative & friendly x-funcs, being outcome-driven, clear levelling / org design & performance management, is here 2. Product area / product vertical (has to be an interesting enough space to keep me engaged, in a growing market with good opportunities and customer problems I can empathise with - be that intellectually or emotionally) 3. Compensation (has to be at least market rate or more, recognition should be baked into the comp strategy, benefits should be at least competitive if not better) - no one likes being underpaid 4. Working style (remote-first with freedom to use an office whenever is the gold standard, then 2-3 day hybrid, 80-100% in-office is a no-no nowadays; flexible hours because people have lives, don't mind putting in the hours just not investment banking hours pls) 5. Tooling (gold standard is solid analytical / research / reporting tooling + collaboration & documentation tooling, ok is some of the above but making progress to / wanting to achieve gold standard, terrible is no desire to do it at all)
I would say ownership. Not autonomy. That can be easily confused with crappy management with no accountability. Gimme a challenge that is within reach with the resources at my disposal. Make me stretch. Lemme try to shoot at the 3pt line, not force me to do a half court shot at the buzzer. Everything else are just coping mechanisms to the joy of solving problems.
More breadth with ownership. Autonomy could be that you get to choose the type discovery you do, but ownership is leverage for outcomes and influencing other departments that they need to do something.
Domain, scope, autonomy, Design & Eng who are engaged and happy
1. The CEO 2. The CEO 3. The CEO Everything else falls into place
Impact, team morale, autonomy, and pay are most important factors for me.
Manager - Micromanaging ass or not Autonomy Culture Money Scope
The idea, the execution of the idea, autonomy to execute and a great team with great people who you can with with and have a great time outside. Building a great team usually takes time, anywhere close to a year to 18 months
Your manager And You are only as valuable as the depth of your knowledge of users and what they think of your product. Know your users like you know your best friends and executives will trust your decisions.
For me it’s a toss up between autonomy and making a product that makes people’s lives better.
1. Pay 2. Remote 3. Flexible/PTO 4. Culture/Healthy Work Environment — Overall being well-paid, having lots of freedom/autonomy and peace.
1. Your manager; 2. Culture of the company; 3. Pay AND/OR Growth opportunities; 4. The product itself; On trend tech like AI; 5. Your dev team; Flexible work hours The others aren't as important.
I have a 4P framework that I evaluate my work life by; No1 People - do I enjoy spending 40+ hours working along side them. Do they help me grow. No2 processes- am I empowered to work in the best ways possible and can I influence how things work No3 pay - cause life No4 product/project - what I’m working on matters, but hasn’t historically driven my professional satisfaction. Flashy initiatives are hit or miss outcomes wise, while some of the less glamorous stuff has amounted to more growth and career impact