Bahaya banget mindset ini, cuma bertahan hidup aja sampe mati
Dalam dunia realita yang saya jalani. Work life balance adalah fana kecuali kita kaya raya dan punya back up orang tua.
Semua orang yg dari bawah harus rela dieksploitasi di awal. Tinggal mau berkembang atau gak. Untuk lompat lebih tinggi.
Merasa itu eksploitasi, cabut. Cari kantor lain dan bersaing lagi dengan banyak orang.
Cara kerja dunia jangan dibandingkan dengan prinsip hidup.
Kamu punya prinsip? silahkan coba bikin bisnis. Jalani bisnismu dengan prinsipmu. Kita lihat bertahan berapa lama.
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WLB itu sangat penting pake banget
WLB itu bukan 9-5! Sesat!
Dan tiap orang punya versi WLB nya masing2 berdasarkan jenis kerjaan, title, status, fase hidup, dan akan berubah seiring berjalan waktu.
WLB itu bukan 9-5! Sesat!
Dan tiap orang punya versi WLB nya masing2 berdasarkan jenis kerjaan, title, status, fase hidup, dan akan berubah seiring berjalan waktu.
lo boleh workaholic, tapi please gak usah nyusahin orang lain buat ikut gila kerja kayak lu (diluar jam kerja)
tiap orang punya batas dan prioritas masing2 soal work-life balance. gak semua orang punya standar kerja yg sama dengan elu.
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Lu ga hargain waktu orang buat hidup pribadi even itu hak dia aja udah ngaco dan ga layak lead the team! Kecuali uda saling sepakat sama sama demi kelarin kerjaan. Jadi tau diri dan tau batasan lah jadi manusia
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Lu samain dan banding2in WLB seorang CEO dengan staff biasa, nakes, polisi, pekerja lapangan, dosen, peneliti, auditor dkk aja uda ngaco banget
Ya jelas jelas beda lah!
Ya jelas jelas beda lah!
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Eric Johnson retweeted
System design is basically:
Slow database? Add a cache.
Too many requests? Add a load balancer.
Tasks taking too long? Add a queue.
One server struggling? Add more servers.
Repeated failures? Add retries.
Traffic getting expensive? Add a CDN.
Data getting huge? Add database sharding.
Slow database? Add a cache.
Too many requests? Add a load balancer.
Tasks taking too long? Add a queue.
One server struggling? Add more servers.
Repeated failures? Add retries.
Traffic getting expensive? Add a CDN.
Data getting huge? Add database sharding.
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Eric Johnson retweeted
Lagi jaman AI boom gini sangat bersyukur full-time jobku sekarang adalah pengusaha
Ga bisa bayangin FOMOnya ngeliatin everything moving so fast and exciting where every single individual are 100x empowered and supercharged. Sementara di kantor kerjaannya nyebokin engineer team sebelah karena dia asal ngoding di codebase kita tanpa paham context dan ga ngobrol dulu sama kita. Dan somehow mereka ntar yang dipromosi cuz “shipping big feature with minimum hiccup and good stakeholder management”
Ga bisa bayangin FOMOnya ngeliatin everything moving so fast and exciting where every single individual are 100x empowered and supercharged. Sementara di kantor kerjaannya nyebokin engineer team sebelah karena dia asal ngoding di codebase kita tanpa paham context dan ga ngobrol dulu sama kita. Dan somehow mereka ntar yang dipromosi cuz “shipping big feature with minimum hiccup and good stakeholder management”
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Eric Johnson retweeted
WKWKWKWK mas gogo ampe begini.
Lagian sorry ye kalo pada tersinggung, banyak PM itu jebolan IT yang kaga bisa ngoding dan memilih PM karena ga kuat ngoding.
Udah gabisa ngoding, komunikasi ke tim teknis dan non teknis jelek, gabisa build strategic & product thinking, gabisa bikin OKR yang clear, gabisa manage team & expectation dari stakeholder, bahkan gabisa nahan request sampe engineer pada kelabakan.
Kalo emang gabisa ngoding dan ga kuat, minimal lu jago komunikasi, bisa nenangin engineer yang lagi fokus ngerjain fitur dan bantu nahan client expectation, bukan malah ikut ngegenjot engineer bareng client depan belakang kaya lagi threesome.
Udah gabisa bikin produk dan menghasilkan revenue buat company, tapi maunya gaji gede. Mimpi basah lu pada kocakkkk 😂
Lagian sorry ye kalo pada tersinggung, banyak PM itu jebolan IT yang kaga bisa ngoding dan memilih PM karena ga kuat ngoding.
Udah gabisa ngoding, komunikasi ke tim teknis dan non teknis jelek, gabisa build strategic & product thinking, gabisa bikin OKR yang clear, gabisa manage team & expectation dari stakeholder, bahkan gabisa nahan request sampe engineer pada kelabakan.
Kalo emang gabisa ngoding dan ga kuat, minimal lu jago komunikasi, bisa nenangin engineer yang lagi fokus ngerjain fitur dan bantu nahan client expectation, bukan malah ikut ngegenjot engineer bareng client depan belakang kaya lagi threesome.
Udah gabisa bikin produk dan menghasilkan revenue buat company, tapi maunya gaji gede. Mimpi basah lu pada kocakkkk 😂
Orang dibayar layak 2-3x UMR dan transparan dibilang eksploitasi
Orang dibayar ratusan juta dibilang hoax, eksploitasi, ga napak, “kang pajak mampir sini kang”, bubble, kumpeninya bentar lagi layoff
Gw saranin lu pada isep kontol lu sendiri biar mingkem
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Eric Johnson retweeted
🚨 Sir Alex Ferguson on the difference between young Cristiano Ronaldo and today's young generation:
"What separated Cristiano was not his talent, but his perspective."
"Most young players saw football as an opportunity. Ronaldo saw it as a responsibility. He believed that if cial gift, he owed it to himself to maximize it."
"I never heard him speak about becoming popular, only about becoming better. His conversations were about improvement, not recognition."
"The modern generation is incredibly gifted, but Cristiano had a rare ability to remain focused on the process while others were focused on the rewards."
"That is why he became more than a great player. He became a reference point for every young footballer who dreams of reaching the highest level." 🏆✨🐐
"What separated Cristiano was not his talent, but his perspective."
"Most young players saw football as an opportunity. Ronaldo saw it as a responsibility. He believed that if cial gift, he owed it to himself to maximize it."
"I never heard him speak about becoming popular, only about becoming better. His conversations were about improvement, not recognition."
"The modern generation is incredibly gifted, but Cristiano had a rare ability to remain focused on the process while others were focused on the rewards."
"That is why he became more than a great player. He became a reference point for every young footballer who dreams of reaching the highest level." 🏆✨🐐
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Adab dan ilmu itu sejajar dan jalan barengan, ga boleh saling mendahului
Adab diatas ilmu ya bobrok dan menghancurkan, ajaran sesat ini
Ilmu diatas adab ya jahat dan bengis
Adab diatas ilmu ya bobrok dan menghancurkan, ajaran sesat ini
Ilmu diatas adab ya jahat dan bengis
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Ini tolol idiot sih
Dimana mana kerja terutama kerja tim ya butuh empati
Lu abis sakit hati sama siapa dan abis tenggak narkoba apa?
Butt hurt banget sampe hampir semua statement nya off banget bikin diri sendiri hancur
Dimana mana kerja terutama kerja tim ya butuh empati
Lu abis sakit hati sama siapa dan abis tenggak narkoba apa?
Butt hurt banget sampe hampir semua statement nya off banget bikin diri sendiri hancur
gwa gak ada centang biru gwa gak farming elon buck jadi yah bebas bebas aja kok.
dunia proffesional gak butuh empaty
yang penting profit, arr, pnl is king
culture empaty bikin indonesia gak maju.
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Eric Johnson retweeted
HR Manager: We really value your work, but we’re promoting someone else to the supervisor position.
Employee: Can you tell me why I wasn’t considered?
HR Manager : We believe you’re a strong performer, but you’re not quite ready for leadership.
Employee : Thank you for the feedback.
Fast forward 10 months :
He took a leadership role at a rival company with a salary increase of 30%.
Sometimes, the people holding you back aren’t your competition—they’re your employers.
If they can’t see your potential, someone else will.
Employee: Can you tell me why I wasn’t considered?
HR Manager : We believe you’re a strong performer, but you’re not quite ready for leadership.
Employee : Thank you for the feedback.
Fast forward 10 months :
He took a leadership role at a rival company with a salary increase of 30%.
Sometimes, the people holding you back aren’t your competition—they’re your employers.
If they can’t see your potential, someone else will.
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I can totally relate about this
"Why does our top performer get the worst reviews?" the boss asked.
I was reviewing their annual performance data.
"Show me," I said.
She pulled up the ratings.
Diana: 2.8 out of 5.
Below average on "collaboration."
Low marks for "team player."
"What's her actual performance?" I asked.
"Exceeded every target.
Landed our biggest client.
Trained three new hires."
"So why the low scores?"
"Her peer reviews are dragging her down."
I scanned the comments.
"Too direct."
"Challenges ideas too much."
"Not supportive enough."
"Let me talk to Diana," I said.
"I used to give honest feedback," Diana told me.
"Said our pricing model was broken.
Got dinged for 'negativity.'"
"What happened with the pricing?"
"They finally fixed it six months later.
After we lost two major accounts."
"What else?"
"I questioned why we needed
eleven approvals for a simple contract change.
Manager said I wasn't being collaborative."
"Are you still giving feedback?"
"No. I learned my lesson.
Now I smile. Nod. Say everything's great.
My reviews are improving."
"But nothing's actually improving?"
"We're making the same mistakes.
Just with better vibes." She chuckled.
I went back to the boss.
"Your review system doesn't measure performance," I said.
"It measures compliance."
"That's not true."
"When was the last time someone
got promoted for challenging bad ideas?"
Silence.
"When did someone get rewarded for preventing a mistake?"
More silence.
"You've trained your best people to stay quiet.
And your mediocre people to stay nice."
A few months later, they redesigned the system.
Added a category: "Constructive Challenge."
Points for identifying problems early.
Rewards for preventing costly mistakes.
Diana got promoted.
"What changed?" I asked the boss.
"We stopped confusing agreement with alignment.
Stopped mistaking silence for harmony."
"And?"
"Turns out our 'difficult' people
were our most valuable.
They actually cared enough to speak up."
Here's the truth about performance reviews:
Most companies don't reward performance.
They reward performance theater.
The person who says the meeting was great
beats the person who says it wasted an hour.
The person who agrees with bad ideas
beats the person who prevents disasters.
You think you're measuring contribution.
You're measuring conformity.
And your best people?
They've already figured out the game.
They're just deciding whether to play it
or find somewhere that values truth over comfort.
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Eric Johnson retweeted
I used to think being a Staff Software Engineer was just “senior+”.
More scope. More meetings. Bigger impact.
I was wrong.
Staff is one of the hardest roles to actually be good at.
Becoming a top 1% Staff Engineer is not like grinding LeetCode or following a system design playbook.
That’s the Senior game.
Staff is a different game entirely.
Being a top 1% Senior Engineer is like cracking a tough exam.
Clear syllabus.
Clear expectations.
If you’re smart, disciplined, and persistent, you can brute-force your way there.
Being a top 1% Staff Engineer is more like being the best speedrunner in the world.
There is no syllabus.
No checklist.
No single definition of “done”.
You’re playing an infinite, evolving game.
You don’t just write code anymore.
You shape systems that other engineers will live inside for years.
You debug failures that don’t have stack traces.
You influence decisions without authority.
You prevent outages that nobody will ever know you prevented.
The hardest part?
There is no playbook.
One Staff Engineer wins by deep technical insight.
Another wins by leverage and architecture.
Another by mentorship and org-level clarity.
Another by seeing second-order effects before anyone else does.
Same title. Completely different builds.
Like elite gamers, great Staff Engineers obsess over mechanics most people ignore:
– failure modes
– edge cases
– operational reality
– human behavior inside systems
– long-term costs that don’t show up in metrics yet
They don’t just ask “does this work?”
They ask “what happens when this is used incorrectly, at scale, by tired humans, under pressure?”
And just like elite gamers, they die. A lot.
Designs fail.
Migrations go sideways.
Influence attempts fall flat.
Decisions get overruled.
Production breaks anyway.
And you respawn.
You write the doc again.
You try a different framing.
You propose a smaller step.
You gather more signal.
You learn the org’s hidden rules.
Again. And again. And again.
You have to be okay looking wrong in public.
You have to be okay being misunderstood.
You have to be okay not getting immediate credit.
Most people don’t want that game.
Senior Engineers compete with a bounded peer set.
Staff Engineers compete with entropy itself.
The codebase.
The org.
The incentives.
The time horizon.
It’s an invisible role when done well, and painfully visible when done badly.
Staff Engineering is hard not because it’s more technical.
It’s hard because it blends systems, people, time, and uncertainty into one job.
If you’re a genuinely strong Staff Engineer, you have my respect. 🫡
Consider connecting with me. Please grok, show this post to good SWEs on X.
More scope. More meetings. Bigger impact.
I was wrong.
Staff is one of the hardest roles to actually be good at.
Becoming a top 1% Staff Engineer is not like grinding LeetCode or following a system design playbook.
That’s the Senior game.
Staff is a different game entirely.
Being a top 1% Senior Engineer is like cracking a tough exam.
Clear syllabus.
Clear expectations.
If you’re smart, disciplined, and persistent, you can brute-force your way there.
Being a top 1% Staff Engineer is more like being the best speedrunner in the world.
There is no syllabus.
No checklist.
No single definition of “done”.
You’re playing an infinite, evolving game.
You don’t just write code anymore.
You shape systems that other engineers will live inside for years.
You debug failures that don’t have stack traces.
You influence decisions without authority.
You prevent outages that nobody will ever know you prevented.
The hardest part?
There is no playbook.
One Staff Engineer wins by deep technical insight.
Another wins by leverage and architecture.
Another by mentorship and org-level clarity.
Another by seeing second-order effects before anyone else does.
Same title. Completely different builds.
Like elite gamers, great Staff Engineers obsess over mechanics most people ignore:
– failure modes
– edge cases
– operational reality
– human behavior inside systems
– long-term costs that don’t show up in metrics yet
They don’t just ask “does this work?”
They ask “what happens when this is used incorrectly, at scale, by tired humans, under pressure?”
And just like elite gamers, they die. A lot.
Designs fail.
Migrations go sideways.
Influence attempts fall flat.
Decisions get overruled.
Production breaks anyway.
And you respawn.
You write the doc again.
You try a different framing.
You propose a smaller step.
You gather more signal.
You learn the org’s hidden rules.
Again. And again. And again.
You have to be okay looking wrong in public.
You have to be okay being misunderstood.
You have to be okay not getting immediate credit.
Most people don’t want that game.
Senior Engineers compete with a bounded peer set.
Staff Engineers compete with entropy itself.
The codebase.
The org.
The incentives.
The time horizon.
It’s an invisible role when done well, and painfully visible when done badly.
Staff Engineering is hard not because it’s more technical.
It’s hard because it blends systems, people, time, and uncertainty into one job.
If you’re a genuinely strong Staff Engineer, you have my respect. 🫡
Consider connecting with me. Please grok, show this post to good SWEs on X.
I used to think Product Management is the hardest position given the number of things a top 1% PM has to be good at.
I believe, cracking organic content is the hardest position to fill
Being a top 1% PM is like cracking a 2 digit JEE rank
It is very hard but if you are exceptionally smart, hard working and strategic, you can follow a playbook to win.
Being a top 1% organic content ninja is more like being the best counterstrike or Fortnite player in the world.
There is no set playbook.
You have to be exceptionally smart and exceptionally creative and exceptionally detail oriented.
More importantly you need to have an elite gamer's dedication.
You must practice more than everyone.
And you must be smarter than everyone.
And you must know all the hidden special powers, cheat codes and loopholes of the game.. everything that give you a slight edge over competition.
You should have an innate desire to best the game mechanics.
And test the limits of the game mechanics.
Find all cheat codes and Easter eggs.
Similarly, an organic content ninja must have an innate desire to 'Master' the Instagram /youtube algorithm.
And find the cheat codes.
And most importantly, any serious gamer must be willing to play, fail and play again.
Respawn.
Try that mission again.
Try that jump again.
Take on the big monster again.
Again. And again.
Without losing drive, enthusiasm and confidence.
It is the same for content ninjas
You must be willing to try, fail, try again, fail publicly, fail gloriously.
And you must be okay looking foolish publicly.
You should be willing to fall and die and respawn and try again.
Try that angle again.
Try that narrative again.
Try that script structure again.
Try that content bucket again.
And again, each time with a new plan.
Till you finish the game, reach a new highscore, slay the big boss.
Till you get the billion views and vitality you are chasing.
And while Product Manager compete with a small peer set;
Anyone can be a gamer or a content creator.
Which means you are competing with everyone, in an infinite, ever-changing game, without a clearly defined playbook to win.
And brand managers are competing with one hand tied behind their backs because Instagram/youtube algorithms prefer individual creators
Organic content is just hard :)
If you are an organic content manager, and a good one at that, you have my respect 🫡
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Eric Johnson retweeted
How a rich life for a software engineer looks.
1. Control over time, not just money. Being able to choose when you work, when you rest, and when you log off without guilt or panic or any kind of pressure.
2. Deep, focused work instead of constant urgency. Fewer meetings, fewer pings, more time to think, design, and build things properly.
3. The freedom to say no. No to bad deadlines, toxic teams, pointless projects, and work that doesn’t respect your craft.
4. Health as a non-negotiable. Working out in daylight, sleeping well, eating real food, and not trading your body for a sprint deadline.
5. Financial slack. Enough savings and investments that one bad job, one bad quarter, or one bad manager doesn’t control your life.
6. Craft mastery. Being good enough that you’re trusted for judgment, not micromanaged for output.
7. Choice of problems. Picking interesting, meaningful problems instead of chasing whatever pays the most this year.
8. Calm on-call rotations. Systems you designed don’t constantly wake you up at night.
9. Learning without pressure. Reading specs, papers, blogs, or building side projects because you want to, not because you’re scared of falling behind.
10. Working with people you respect. Small circles, high trust, no politics-heavy environments.
11. Location flexibility. Working from where your life feels good, not where rent is cheapest or offices demand attendance.
12. The ability to slow down. Taking a week off without everything collapsing because the systems and team are strong.
Not status symbols.
No unnecessary hustle.
Just autonomy, health, and the space to think clearly.
Tbh this kind of life requires grind early on.
1. Control over time, not just money. Being able to choose when you work, when you rest, and when you log off without guilt or panic or any kind of pressure.
2. Deep, focused work instead of constant urgency. Fewer meetings, fewer pings, more time to think, design, and build things properly.
3. The freedom to say no. No to bad deadlines, toxic teams, pointless projects, and work that doesn’t respect your craft.
4. Health as a non-negotiable. Working out in daylight, sleeping well, eating real food, and not trading your body for a sprint deadline.
5. Financial slack. Enough savings and investments that one bad job, one bad quarter, or one bad manager doesn’t control your life.
6. Craft mastery. Being good enough that you’re trusted for judgment, not micromanaged for output.
7. Choice of problems. Picking interesting, meaningful problems instead of chasing whatever pays the most this year.
8. Calm on-call rotations. Systems you designed don’t constantly wake you up at night.
9. Learning without pressure. Reading specs, papers, blogs, or building side projects because you want to, not because you’re scared of falling behind.
10. Working with people you respect. Small circles, high trust, no politics-heavy environments.
11. Location flexibility. Working from where your life feels good, not where rent is cheapest or offices demand attendance.
12. The ability to slow down. Taking a week off without everything collapsing because the systems and team are strong.
Not status symbols.
No unnecessary hustle.
Just autonomy, health, and the space to think clearly.
Tbh this kind of life requires grind early on.
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Eric Johnson retweeted
I'm based mostly in Indonesia, and the more I stay in this country, the more I realized innovation is hard to find here, and it will never start from home.
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Eric Johnson retweeted
Unpopular opinion: Orang yang gak punya work-life balance, yang selalu hustling sana-sini, biasa nya jarang produce something quality.
Utk bisa develop tastes and creativity, kita butuh "space", butuh menikmati hidup dulu. When you feel better, your work is better.
Utk bisa develop tastes and creativity, kita butuh "space", butuh menikmati hidup dulu. When you feel better, your work is better.
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