This is my most ridiculous meeting in my long career. The crazy thing is I have witnessed this scenario play out many times during my career. Sometimes it sits in waiting for a few years but then BOOM there it is again and again. In each case the person that fell into the insidious trap was smart and savvy but somehow it just happened. The outcomes were really embarrassing and in some cases career damaging. Other times, it was sort of humorous. I could see this happening to me and I never want it to happen to you.

Once upon a time in a land not so far away there was a Kickoff Meeting for an offsite work area recovery exercise being planned for our Oklahoma locations. Eleven Oklahoma high ranking senior executives were on this webinar plus three Enterprise IT Directors (Ellen, Jim and Bob) who would support the business from the systems side throughout the exercise.

The plan was for Sam Otto, our Midwest Director of Business Continuity to host this webinar. Sam had hands-on experience recovering to our third party recovery site vendor and he always did a great job. He motivated people to attend the exercise with the coolest breakfasts and lunches you could imagine. Donuts, bagels, pizza, wings, scrumptious salads, sandwiches, beverages and desserts. He was great with people and made it a lot of fun.

At the last minute Charles 'Don't Call Me Charlie' Ego-Smith, the Global Business Continuity Senior Vice President, decided to grand-stand Sam. He demanded the reins to the webinar. Pulled a last-minute power-play and made himself the host and presenter. You have probably seen the move at some point in your career. I guess the old saying, 'be careful what you wish for' has some truth to it - read on and let me know if you devRanters agree...

So, Charlie, I mean Charles, begins hosting the session and greets all of the attendees. Hey, good so far! He starts showing some slides in the PowerPoint presentation and he fields a few questions, comments and requests from the Oklahoma executives. The usual easy to handle requests such as, 'what if we are too busy to do recover all systems', 'what if we recover all of our processes from home', 'what if we have high profile visitors that month?' Hey you can't blame them for trying. You are probably thinking to yourself, 'been there - heard that!' But luckily our experienced team had anticipated the push-back. Fortunately, Senior Management 'had our backs' and committed that all processes and systems must participate and test - so these were just softball requests, 'easy-peasy' to handle. But wait, we are just getting started!

Now the fireworks begin. Bob, one if the Enterprise IT directors started asking a bunch of questions. Well, Charles had somewhat of a history with Bob from previous exercises and did not take kindly to Bob's string of questions. Charles started getting defensive and while Bob was speaking Charles started IM'ing. He's firing off one filthy message after another to me and our teammate Sam.

'This idiot Bob is the biggest pain in the ass that I ever worked with'; 'he doesn't know shit', 'he never shuts the f up', 'I wanna go over to his office and kick his f'in ass...!'

Unfortunately...the idiot Charles had control of the webinar and was sharing his screen so every message he sent was seen by all of the attendees! Yeah, everyone including Bob and the Senior Oklahoma executives! We could not instant message him to stop as everyone would have seen our warnings, so we tried to call Charles' cell phone and text him but he did not pick up. He just kept firing ridiculously embarrassing dirty IM messages and I guess we were all so stunned we just sat there bewildered. We finally bit the bullet and IM'ed him to STOP ALREADY!!! Whoa, talk about an embarrassing silence!

I really felt sorry for Bob. He is a good guy. Deservedly, Charlie 'Yes I am going to call you CHARLIE' got in big time hot water after the webinar with upper management. For one reason or another he only lasted another year or so at our company. Maybe this event played a part in his demise.

So, the morale is, if you use IM - turn it off during a webinar if you are the host. If you must use it, be really careful what you say, who you say it to and pray nothing embarrassing or personal is sent to you for everyone to see.

Quick Update - During the past couple of months I participated on many webinars with enterprise software vendors trying to sell me expensive solutions. Most of the vendors had their IM going while doing webinars and training. Some very embarrassing things came flying across our screens. You learn a lot reading those messages when they pop-up on the presenters' screen, both personal and business related. Some even complaints from customers!

My advice to employees and vendors is to sign-out of IM before hosting a webinar. Otherwise, it just might destroy your credibility and possibly your career.

For all my friends here who have known me for years can easily notice there has been a drastic change in me.

I used to be confident. That shit was hollow but I used to laugh in the face of fear. I was ignorant and that ignorance fueled a lot of the much needed confidence.

Over the years, I learned a lot. The more I know, the more I realised how much I don't know. And for all that I know, I have to use the brain power to retain and implement it, else it rusts.

This image is of my 2021 goals that I drafted last December. Wasn't able to achieve the first, the last and the art one. But surely got myself surrounded by some of the smartest people I have ever worked with.

Now they have rightly said, be careful with what you wish for.

MY CONFIDENCE IS SHATTERED.

I feel dumb. Constant imposter syndrome. While I am learning every moment and there is no measure to it, I feel incompetent to an extent that I have started questioning how did I even reach this far?!

While, yet again I am the youngest in my team, my manager is bit micromanaging and agressive with OKRs/KPIs and tech team isn't very supportive creating constant friction (something I never faced with developers in my life because devs are my best friends), I fear how much more time will I take to ramp up in this new job and feel confident enough to tackle things on my own without constant nudge from leadership or different teams?

Or is it just that I have burnt out firefighting and lost the motivation I had?

After all, what does this all even mean?

Storytime!

(I just posted this in a shorter form as a comment but wanted to write it as a post too)

TL;DR, smarts are important, but so is how you work.

My first 'real' job was a lucky break in the .com era working tech support. This was pretty high end / professional / well respected and really well paid work.

I've never been a super fast learner, I was HORRIBLE in school. I was not a good student until I was ~40 (and then I loved it, but no longer have the time :( )

At work I really felt like so many folks around me did a better job / knew more than me. And straight up I know that was true. I was competent, but I was not the best by far.

However .... when things got ugly, I got assigned to the big cases. Particularly when I transferred to a group that dealt with some fancy smancy networking equipment.

The reason I was assigned? Engineering (another department) asked I be assigned. Even when it would take me a while to pickup the case and catch up on what was going on, they wanted the super smart tech support guys off the case, and me on it.

At first this was a bit perplexing as this engineering team were some ultra smart guys, custom chip designers, great education, and guys you could almost see were running a mental simulation of the chip as you described what you observed on the network...

What was also amusing was how ego-less these guys seemed to be (I don't pretend to know if they really were). I knew for a fact that recruiting teams tried to recruit some of these guys for years from other companies before they'd jump ship from one company to the next ... and yet when I met them in person it was like some random meeting on the street (there's a whole other story there that I wish I understood more about Indian Americans (many of them) and American engineers treat status / behave).

I eventually figured out that the reason I was assigned / requested was simple:

1. Support management couldn't refuse, in fact several valley managers very much didn't like me / did not want to give me those cases .... but nobody could refuse the almighty ASIC engineers. No joke, ASIC engineers requests were all but handed down on stone tablets and smote any idols you might have.

2. The engineers trusted me. It was that simple.

They liked to read my notes before going into a meeting / high pressure conference call. I could tell from talking to them on the phone (I was remote) if their mental model was seizing up, or if they just wanted more data, and we could have quick and effective conversations before meetings ;)

I always qualified my answers. If I didn't know I said so (this was HUGE) and I would go find out. In fact my notes often included a list of unknowns (I knew they'd ask), and a list of questions I had sent to / pending for the customer.

The super smart tech support guys, they had egos, didn't want to say they didn't know, and they'd send eng down the rabbit hole. Truth be told most of what the smarter than me tech support guy's knew was memorization. I don't want to sound like I'm knocking that because for the most part memorization would quickly solve a good chunk of tech support calls for sure... no question those guys solved problems. I wish I was able to memorize like those guys.

But memorization did NOT help anyone solve off the wall bugs, sort of emergent behavior, recognize patterns (network traffic and bugs all have patterns / smells). Memorization also wouldn't lead you to the right path to finding ANYTHING new / new methods to find things that you don't anticipate.

In fact relying on memorization like some support folks did meant that they often assumed that if bit 1 was on... they couldn't imagine what would happen if that didn't work, even if they saw a problem where ... bro obviously bit 1 is on but that thing ain't happening, that means A, B, C.

Being careful, asking questions, making lists of what you know / don't know, iterating LOGICALLY (for the love of god change one thing at a time). That's how you solved big problems I found.

Sometimes your skills aren't super smarts, super flashy code, sometimes, knowing every method off the top of your head, sometimes you can excel just being more careful, thinking different.

Am I the only one who wants to be able to write functions in a human readable way, allowing for parameter in-between the words?

Instead of defining:

const enforceStringEndsWithChar(string: string, char: string) => {...}

I want to define it as:

const enforce(str: string)EndsWith(char: string) => {...}

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I'll see myself out.