You really have to have a passion for coding to put in the hours and be very good at it. Incredibly rare, believe it or not. Lots of people think they are good coders but this is another level. Proof is in your commit/code review count/async comms being 10x-100x of everyone else in your org, and it's clear you're single-handedly enabling delivery of major projects earlier than anyone else could. Think of the pressure of doing this continuously.
You have to watch out with that.. I've seen whole projects pushed through by management where no one else was involved enough to review normally, but everyone had an interaction that implied they had only seen the top of the iceberg of problems with it.
That's a nice insight. I have been in that place many times, I was overfitting on my own imagination.
I don't know this guy in particular so I have no clue though.
The topic at hand is “how did a high level engineer got to focus on programming”. And I am saying that the reason has to do more with his influence and role within the organization, rather than other reason.
Because most 10x engineers recognized by management as such are characterized chiefly by building out shoddy software extremely quickly that only they can understand.
In a similar dynamic, Doctors that are scored highly by patients often have pretty bad medical outcomes.
I asked him whether as a boy he had speculated much about his gift. Had he asked himself why he had this special power? Why he was so bright?
Dyson is almost infallibly a modest and self-effacing man, but tonight his eyes were blank with fatigue, and his answer was uncharacteristic.
“That’s not how the question phrases itself,” he said. “The question is: why is everyone else so stupid?”
Management and leadership of a team has a way bigger impact than any single individual contributor could ever have. Humans are generally limited not by intelligence but by motivation and vision. Directing people to achieve what you want is what allows the scaling of innovation.
Hero worship is a very human thing, but unscientific.
1) Moves fast, flexes their authority to sweep small stuff under the rug until it is out of scope and can be "fixed real quick" later. Often leverages many subject matter experts through effective and persistent communication and learns quick enough to get PRs through the door (that sometimes need "quick" fixes later). Enjoys selecting items that benefit their career the most, at the expense of others on their team. Mentors only enough to onboard and increase his team's yield, not to aid their careers. Fueled by the recognition and validation of peers through PR/project completion.
2) Gets shit done, is the SMI themself. Solo code cannon, but PRs go in clean, beautiful to look at. May not get along well with some but not necessarily abrasive to work with especially being part of their direct team. Can be a great altruistic mentor if they spare 5% of their time. Enjoys what they do, and the technologies they work with. Fueled by personal satisfaction in their achievements, and in uplifting their team.