> You must deliver software like you're delivering a book from amazon, no matter what.
This particular story provides an important refinement to this point. Success isn't always possible. Delivering "no matter what" is part of what engenders trust, but an even more important component is being ahead of the ball.
If your manager comes to you saying "you're not matching expectations", whatever explanation you might have will be read as an excuse. If you proactively tell your manager "hey, this framework seems hellish, we might face some problems", you're leading the discussion in how to recover from a bad situation — You redefine "success" early enough in the game that you can actually deliver it. Knowing how to have this conversation (and the self-reflection necessary to understand you need to have it) is one of the most important parts of a "true" 10x engineer.
This particular story provides an important refinement to this point. Success isn't always possible. Delivering "no matter what" is part of what engenders trust, but an even more important component is being ahead of the ball.
If your manager comes to you saying "you're not matching expectations", whatever explanation you might have will be read as an excuse. If you proactively tell your manager "hey, this framework seems hellish, we might face some problems", you're leading the discussion in how to recover from a bad situation — You redefine "success" early enough in the game that you can actually deliver it. Knowing how to have this conversation (and the self-reflection necessary to understand you need to have it) is one of the most important parts of a "true" 10x engineer.