@mekkaokereke My entire career has been centered around being the person people came to to figure out how something worked. If it's not in my wheelhouse, I'll find the person who knows it. That's how I met my first wife, she'd just started at our company and when she had questions, even about her own side of the org (she was in compilers, I was in UI), her coworkers would say, "Ask Kee, he's right across from your office. He'll know."
When I joined Meta's Integrity team (aka trust and safety elsewhere), I made it clear to the person who hired me that my leadership style was to understand the system and be a facilitator who found the people with good ideas and helped them be successful. Unfortunately, when I started, the org had changed. When I told me new boss that my leadership style was to facilitate success for others, he said "We'll have to do something about that".
It was a disaster. Some of that was other issues I was having, but it was very clear that in a company that prides (?) itself on rewarding people based only on measurable progress, someone who helps other people succeed was not going to be valued.
It even extended to entire groups. I pointed out that the team that built the tools for new groups to integrate content moderation was swamped supporting new teams rather than writing software. "Why," I asked, "Don't we create a team whose sole job is onboarding other groups?"
The answer was, "We tried that, but we can't keep the team staffed unless we just use contractors, because there's no way to get promoted in a team like that."
If Meta can't put a dollar value on something, they don't think it's important.
mekka okereke :verified:
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