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A pattern I don't hear is one I struggle to put to words: I had to prove myself so often that I believe in my skills, but I don't have confidence that others genuinely believe in my skill
What my brain fills in from experience: "That was great work [for someone new to security]" https://twitter.com/jessicamalonso/status/1330390021623439360
What my brain fills in from experience: "That was great work [for someone new to security]" https://twitter.com/jessicamalonso/status/1330390021623439360
I've heard explicitly "that was great work for a beginner", and underrepresented minorities are familiar with the implicit "for a woman".
More frequently that attitude comes across because it's verifiably average work, with over the top compliments that don't match up.
More frequently that attitude comes across because it's verifiably average work, with over the top compliments that don't match up.
There are 3 estimates in performance:
- "how well am I doing"
- "how well do I think I'm doing"
- "how well do they believe that I'm doing"
And technically "what do I think they believe about how well I'm doing", and other potential political dynamics like promos-as-horse-race
- "how well am I doing"
- "how well do I think I'm doing"
- "how well do they believe that I'm doing"
And technically "what do I think they believe about how well I'm doing", and other potential political dynamics like promos-as-horse-race
The disparities between our performance and recognition of our performance come out especially in comparison.
While work is/should be a game of Tetris (self-competition) not a game of chess (opponent competition)...we see when others are recognized and rewarded Differently, eh?
While work is/should be a game of Tetris (self-competition) not a game of chess (opponent competition)...we see when others are recognized and rewarded Differently, eh?
This isn't a thread about how you can knock down those nay-sayers or teach them and overcome your ... no. No one has the energy to do all that.
This is about how you can stop this evaluation disparity from happening to someone, and how you can anchor someone's performance.
This is about how you can stop this evaluation disparity from happening to someone, and how you can anchor someone's performance.
1. Get rid of unnecessary adverbs and qualifiers. Use genuine, descriptive qualifiers relevant to the situation
No: "That was actually a really good idea"
Yes: "That's a good idea because it reduces risk while improving the user experience" https://twitter.com/methodtim/status/1330999237337726976?s=19
No: "That was actually a really good idea"
Yes: "That's a good idea because it reduces risk while improving the user experience" https://twitter.com/methodtim/status/1330999237337726976?s=19
2. Talk about impact. Use genuine, descriptive evidence, metrics, quotes, etc.
This takes practice. Start vague, edit aggressively.
No: "You launched a feature"
Yes: "8 customers requested the feature you launched, it increased sales 3%, and reduced user toil in our app 7%"
This takes practice. Start vague, edit aggressively.
No: "You launched a feature"
Yes: "8 customers requested the feature you launched, it increased sales 3%, and reduced user toil in our app 7%"
3. Talk about skills. Use genuine, descriptive examples, and prefer growth competition over competitive comparison.
Ok: "Your work is better than typical senior engineer work"
Yes: "You aligned teams and resolved conflicts more effectively and broadly than last year"
Ok: "Your work is better than typical senior engineer work"
Yes: "You aligned teams and resolved conflicts more effectively and broadly than last year"
4. Talk about rewards, goals, and encouragement. Use genuine, descriptive commitments and suggestions.
No: "Keep going and we'll promote you"
Yes: "Here's how we'll demonstrate next level expectations"; "You blew past your goal! Let's aim higher next year by..."
No: "Keep going and we'll promote you"
Yes: "Here's how we'll demonstrate next level expectations"; "You blew past your goal! Let's aim higher next year by..."
