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This article is the fourth session – front-end Career Planning special lecturers – share by the host – how to break the growth bottleneck on the way from the primary to the expert:
One, foreword
The founder, whose real name is Ma Chong, has been doing pioneering work since 2006. During college, she changed departments, took a break from school and failed to start her own business. Before graduation, I worked as an intern in taobao’s front end team for a whole year in 2011. After graduation, I joined Taobao in 2012. In 2016, he joined Mogujie (flower name @ Mingchun during mogujie period) and worked as a front-end TL for Mogujie for 2 years. Currently, I am working in the front end team in charge of Zhengcaiyun (the flower name has been changed back to @ Tang Master).
The front end team of zhengcai Cloud currently has more than 50 people, with an average age of less than 28 years old. The team name is ZooTeam, as is the team sitezoo.team. Z is the initials of Zhengcaiyun pinyin, oo is the symbol of infinity (♾), and Zoo has the meaning of biosphere. It is hoped that the subsequent front-end team of Zhengcaiyun, whether it is the talent team or the technical system, can be equipped with all aspects and gradually grow into an ecology.
Below is my WECHAT QR code. If you want to communicate with me further, please scan it and add it to my wechat.
This article is based on the sharing of “front-end planning” Easter egg in the 4th session of “Front-end early Chat” on April 11, 2020.04.11. There are different stages in our career development, and each stage corresponds to different levels of position, different structure and breadth of ability. There are bottlenecks between different stages, and the cognition of bottlenecks in the career development process will affect the effective game breaking in the later stages. This paper tries to combine personal past work practice, try to understand based on personal perspective, and discuss with you in this direction.
Note that this article is not a training, but only an exchange of experience, and it is not intended to tell you how to package yourself when facing a higher level of interview than your own ability. I hope the reader does not have such utilitarian ideas. A sharing exchange can not have any effect on the actual ability of the interviewer, it is nothing more than a little cognitive impact, but also on the paper from the end of the shallow kind, and the interviewer is not a fool, will not rely on a few words of methodology or see you answer a few key words think this person is OK. In fact, we still need to rely on practice and continuous problem solving to temper and precipitate our ability.
This article is as plain as possible, less wordy, the content is all these years of work down some thoughts, it is impossible to cover everything, but I try to mention the important points.
Ii. Hierarchy
Before we talk about the bottlenecks at different stages of growth, let’s start with the concept of layoff levels. Taking Ali’s hierarchy system (P series) as reference, the four levels of P4 ~ P7 are mainly elaborated here, which are also the Level intervals where most of the front-end students live at present.
P4 Junior Engineer
Generally refers to fresh graduates, or do not have independent r & D executive ability,Still need guidanceNew employees. Due to the improvement of recruitment standards in alibaba and other first-tier enterprises, graduates from 2013 will gradually be able to recruit P5 students. But for the vast majority of other Internet companies, interns, just graduated about a year of fresh graduates, mostly in this level of ability.
Junior engineers do not yet have the maturity to solve problems on their own and need the necessary coaching. Its capabilities and problems are all in the form of “points”, implementing discrete demand points one by one.
P5 Senior Engineer
Junior engineers can be promoted to this level after one to three years of work (depending on factors such as education, platform, business, and personal savvy). Senior engineers in the company are basically business execution oriented, under the clear business and team goals,Independent executionComplete the assigned task.
In the process of solving problems, senior engineers need to be able to expand in depth on the basis of points. On the basis of finishing a point, they can continue to do better, that is, the ability of “line-oriented”.
P6 Senior engineer
Most of them can reach this level after working for 2 ~ 5 years. The role of a senior engineer in a team is generally as the core interface person, team leader, or functional PM of a business. Technological innovation, but also in a direction of a special, as the main core role; At the team level, I can act as a mentor to drive the growth of new recruits.
P7 Technical expert
The hard currency of the front-end industry is that most people get to this level after about 3 to 8 years in the workforce — you read that correctly, there are excellent students who get to this level after only 3 or 4 years in the workforce. In dachang, P7 is generally the core of the team, and some P7+ can be the TeamLeader of the first-line team, or the core and Owner of the technology construction in a certain direction. In smaller unicorns or mid-sized companies, p7s are often the TeamLeader or architect of the first-line team.
From primary to expert, from point to line, from line to surface, from surface to body, different stages will have different stages of bottleneck. And that corresponds to what’s behind itCognitive limitations.
As shown above, from the perspective of abstracted keywords:
- The core ability of junior engineer is to be able to finish independently in execution.
- Senior engineer is to be able to do well, can continue to optimize, the pursuit of excellence;
- Senior engineers need to start making a positive impact on others and the business beyond themselves;
- The technologist has to be able to shape the environment and space and make the team.
Bottleneck and breaking
The value of technology lies in solving business problems, and the hierarchy or value depends on the ability to solve them.
Elementary to Advanced (P4 → P5)
To begin with, I strongly recommend that new graduates, especially undergraduates, spend their first two years in business as much as possible. This stage is a very valuable precipitation period for new employees. The more business you do, the more business-oriented R&D capabilities and solutions you accumulate, and the more capabilities and solutions you have to solve a single point of problem. During this period, don’t be afraid of tiredness, and don’t be afraid of miscellaneous things, because what you do at this stage is an accumulation of 0 to 1 for the students who just graduated. In this period, the most important thing is to develop a good professional habit, maintain a positive attitude and momentum, pay attention to the cultivation of communication skills, take more initiative, read more, think more, and summarize more. Many students will encounter the first obvious bottleneck after working for more than one or two years. At this stage, the general state will be as follows:
- When it comes to business, the most clear thing in your head is the list of requirements for the next 2 or 3 weeks.
- PRD often does not pay much attention to the review. Anyway, if you do not understand anything, you can just ask the product or the backend.
- I have been familiar with my docking business, and I have basically done all the functions. I feel that the business is getting more and more boring. Every day IS a variety of minor repairs, and there is no sense of growth.
I believe that many of you have experienced this state, or are currently in this state, but do not realize the risks, but feel less aggressive than at the beginning. This is because in the past, the novice has been used to passive execution, and due to the lack of experience and ability, things are rushed to finish independently, and gradually used to “finish is good”.
For this stage of breakthrough, need to make a cognitive change –Done is not doneHave higher standards for yourself.From done to done.
For example, in writing business requirements, such as the most familiar code writing, we can consider and practice the semantics and readability of the code, the effectiveness of annotations, the reasonable use of data structure, object-oriented design, rather than process-oriented stream of consciousness stacking code; Consider the singleness and extensibility of functions; Consider the runtime performance of your code; Reasonable functional decoupling and modular separation are considered between files, and single test of core components ensures testability; *Lint was introduced to optimize code compliance; Consider code interoperability and maintainability; Excellent documentation precipitation, not limited to business documents, technical documents, interface documents, flow charts.
These are just a few things for personal local coding. There are so many things that can be done better in business-oriented support. Please note that the “business” I am talking about may not be the same as the “business” in many students’ eyes. Try to think about these questions for yourself:
- There are cooperative execution, core main program and interface person PM in roles;
- The process includes review, scheme, disassembly, execution, process follow-up, resource coordination, risk control, review and summary of different links;
- In depth, business understanding and prioritization, business pacing and technology pre-provisioning, goal alignment and output ROI, local value and overall business market;
- The cognition of human efficiency and quality in cost, specific coping strategies and landing paths;
- In addition to professional skills represented by basic technical skills, professional skills such as communication, feedback and collaboration are also at the core.
- .
These are the basic things that I think you need to think about and face in order to do a business on your own, rather than just completing a list of requirements. Not satisfied with the completion of a point of function, but to further try to do the best in their own ability, from the point and line.
Advanced to Senior (P5 → P6)
In general, after a period of time in the position of senior engineer, the general optimization ability is often equipped, different frameworks, libraries to play are yo, senior API has also mastered a lot; When it comes to performance, experience or stability, you can also talk about the differences between different types of models, tools and strategies. A relatively good technical solution or the details of a problem in a product design can be instantly formed in mind during a review. During this period as a senior engineer, I was already a qualified main process in terms of ability. I was able to complete and continuously optimize both professional and professional abilities. Bottlenecks in this period are often reflected in the following states:
- I am very familiar with and responsible for the business I am responsible for, but I don’t know much about other businesses, and I don’t have the idea to take the initiative to understand;
- I have a clear understanding of my own strengths and short stage ability, but I have no more understanding of what other students are doing and why they are doing it.
- Aware of some of the construction going on in the team, but largely as a spectator or user of the output;
- Know their own performance objectives, but do not know the objectives of the business side and collaborators;
- Be clear about what is yours and what is not.
If the primary and senior stages learn from the business and the team, then the senior engineer and later stages should feed back to the business and the team. If the junior and senior stages are what others ask you to do, then the senior engineer and later stages are what you want to push.
As a senior engineer, it is important to be able to startimpactFrom the previous single-dimensional input toInput + output. Based on the advantages I have developed, I take the initiative to help the business and the team to solve more problems and make a positive impact.
Senior to expert (P6 → P7)
After a period of time at the senior engineer level, he has become the executive backbone of the team in terms of ability. In business roles, they can influence business expectations and actively promote the optimization of business processes, solutions, and architectures. In terms of technical innovation, be able to lead the breakthrough and get results in a specific project; In terms of team building, I have the ability to lead new people as a senior, and also to drive the growth of new people as a group leader. Be able to identify problems independently and take initiative to solve them. The bottleneck from senior to expert is often reflected in the following states:
- Have a good ability to find problems, drive and solve technical problems, but often can solve by oneself;
- What is promoted and solved is often to fill holes and patch existing problems;
- Can solve problems very well, but do not think much about how to avoid problems in advance.
The bottleneck in this period is also due to the limitation of cognition. The game-breaking strategy lies in two large dimensions:spaceAnd on thetimeOn.
- In the spatial dimension, a three-dimensional systematic cognitive model needs to be established. No matter business support strategy or technology development strategy, corresponding systematic cognition needs to be established.
- In terms of time, based on an in-depth understanding of the business and the team, we need to look at today from the future and see what stage the business will be in half a year, one year and two years. We need to look at today’s system and the team’s ability from the business support demands at that time. We need to make proactive plans and make forward-looking arrangements.
To reach the rank of specialist, you need to passprospectiveExamine, promotesystematicConstruction and implementation, help business and team continued to bringchange.
Expert to Senior Expert (P7 → P8)
In fact, for the readers of this article, most students have not reached this stage in detail, but here is to say, from experts to senior experts or higher bottlenecks will be what.
Before I say this, LET me tell you a story of my own growing up. At that time, I was still thinking about the readability of the code, the layering of the structure, the splitting of modules, and so on. When I read it again half a year later, I could still understand the process and logic in the first time. Or strive for visual reduction can be accurate to 1 pixel, and can maintain nearly perfect HTML structure semantic and usability — well, AT that stage, I was obsessed with this for a long time, and even won the “excellence” award of taobao front-end team that year. I used to ask a question that seems Sha X now but really puzzled me at the time: “How did SO-and-so get promoted to P8?”
Yes, I was really confused at the time. It seemed that so-and-so didn’t have much business and didn’t write much code, but he got promoted to P8.
Now I have my own answer to this question. Looking back at myself at that time, I was actually using a line of cognition to understand the value of multi-dimensional system without seeing all of it. Now I know that the reason why THERE was such confusion at that time was that different stages in different stages could not recognize and solve problems in the same dimension. This is just like the joke in old Zhao’s sketch, asking how to spend his money — “also like others to travel to big cities, go to Tieling”.
Behind every broken game, is essentially a cognitive breakthrough. For example, P8’s “basic skills” may include but are not limited to the following:
Behind these keywords, there are often corresponding systematic ability. Being able to recognize and understand for yourself is a situation; Knowing is far from enough, knowing how to get to the ground after practice is a further level; Knowing what to do and when to do is the next step.
For experts to senior technical experts, whether they continue to follow the P sequence (professional line) or change to the M sequence (management line), many of the bottlenecks in this stage are to break the sense of boundary and inertia brought by functions and businesses. For example, they are only limited to look at and solve problems from the perspective of their functions. Only see their own departments, the bureau in their own business areas can not go out; Limited to solving problems through the system capacity of a single dimension, they fail to recognize the compound interest value of other system construction.
Four, some thoughts
Business and technology are two sides of the same coin
The value of technology is to solve business problems, and “business support” and “infrastructure” have always been two sides of the same thing, which is to help the business solve problems. The former deals with the business of “living in the present” and the latter deals with the business of “embracing the future”; The former is a single point solution to business demands, while the latter provides a common solution to common problems. Both are solving business problems in a technical way, but there are differences in the input-output ratio. Architectural capabilities and technological innovation are always associated with the common, common, and frequent problems of the business, and do not arise out of thin air. If we don’t go deep into business and face up to problems, we can’t talk about technological growth and innovation.
Growth, has always been their own thing
There is a fable in The biography of Zhuangzi Lyko, “Zhu commented that he learned how to slaughter a dragon in a fragmented way, but failed to use his skill in three years.” It’s about a man who spends all his money to learn dragon slaying skills, only to discover that there are no dragons in the world. For r & D students, there will also be the problem of looking for scenes from the scheme. For example, if you want to learn Node and do not know how to learn, you will learn from the examples in the book and finally find that it is not good to forget the effect. No writer is read a novel, no linguist is read a dictionary, and no technologist is read a technical book. Learning by doing has always been the fastest way. The worthwhile thing is always a matter of business itself. Problems are opportunities. Problems are pits. There is no shortage of resource-based execution in this market. Rapid development of enterprises, the basic business construction support, can be through campus recruitment of fresh graduates, or with the help of labor outsourcing. For many enterprises, making great efforts to deal with the social problems of a senior engineer, expert or even senior expert requires that the person can push the right thing to happen and make things move in a better direction, which requires the ability to break through the scope of the individual and influence others to get results together. What companies and managers can do is to provide business development, multi-dimensional space, and necessary coaching to employees. But growth is always the employee’s business.
Promotion is an end, not a goal
Promotion is an end, not a goal. Performance is not equal to certain promotion, promotion must have a clear landing result, their work to this result is a direct, specific and significant contribution. In this process, it means thinking like the next level, doing what the next level is doing, and getting results.
Quitting should be a matching act, not an impulse
Like hiring, leaving should be a matching act. But a lot of departure, because is the bottleneck of the current level and don’t even know it, as there will be a classmate with platform halo and its amplifier, mistaken for their own ability, will also have students take the bottleneck period of discomfort as a platform or space problem, but when he didn’t have to see the current problems of cognition, didn’t have the ability to break the current bureau, leaving in a platform for the buffer, Once the honeymoon period is over, the same problems resurface.
