"leveling expectations" are mostly pure nonsense, you should know that.
People are promoted for visibility in the eyes of management and delivering the final product, but not real ownership of the actual work that goes into advocating for and building the correct solution (which management is often clueless about, since it involves details which may seem minute but are essential to producing real value).
> but not real ownership of the actual work that goes into advocating for and building the correct solution
What you think is the correct solution is often not the correct appropriation of engineering resources for the business.
> which management is often clueless about
It is your job as an engineer to communicate this to management. If you are not capable of doing do so, you are incompetent as an engineer. Being an engineer isn’t being paid to just build whatever you want. That’s how you end up with Juicero.
I don’t doubt that can be the case. But I’ve been promoted multiple times with work in my package that was purely maintenance and scalability work. Maybe I got lucky having management who appreciates these things. I’ve also seen people rejected from promo because they only focused on building and not on other leveling expectations like broader impact, anticipating problems, etc.
