jamdamu

My layman interpretation is that you can use the truck to pull on an immovable object and the truck won’t disintegrate. Pulling != towing so the marketing dept is threading a fine line here.

FWIW I did all of those things this article says not to do and ended up making close to 200% of my previous total compensation (which I'm happy with).

Some recruiters didn't ask me for my compensation figures upfront. Google, Microsoft, Meta, Snap, LinkedIn, and some startup recruiters never asked me for my compensation numbers up front. The only ones that did, were to make sure neither of us were wasting each others' times. Usually that meant that I didn't continue to interview with them.

Most if not all recruiters asked me where I was in the interview process and which companies I was interviewing at. I mentioned every company I was interviewing with and where I was in the process with them. I probably got lucky here as I had around 50% onsite to offer rate so I was never left in a spot where I had no leverage.

My best offers were the ones where VPs called me to try to close the process, and I negotiated directly with them instead of the recruiter.

What if the rule was created after the tank was already in the park? There was no information given on how the tank was transported to the park, and you're creating a violation based off a hypothetical.

Twitter under Musk would presumably have less bloat, a lot faster decisions, I'm assuming an easy escalation path that doesn't have to go through multiple layers of management, and you can be confident none of your peers are coasting.

If it only took 1 day to reverse a decision then he probably made the right choice in optimizing for fast, if sometimes wrong, decisions.

Amazon has taken steps to prevent abusive behavior from occurring, such as creating a process for engineers to challenge managerial pips and allowing engineers to transfer while on development plans. In my opinion, these steps seem more like treating the symptom than the cause. The overall culture remains the same. Engineers are still treated by management as resources to be allocated, and for me, this is the hardest pill to swallow. Even though my manager, my skip, and my peers tell me I do good work, at the end of the day, I feel that all I am is X capacity points per sprint. The feeling of being disposable in the huge machine that is Amazon is quite depressing.