208

One of the big problems with "hello"-only messages is the inadvertent delay you get in getting to the point - there's a delay between the response to "hello" and another delay to the follow-up. Worse yet, the recipient of a "hello" will waste some time after sending their response waiting for the follow-up, if it is not ...


128

Early in my career, people would do the same to me. My work was stolen and others got credit. Fortunately, this is simple to resolve. For either scenario (and any others), just send an email. Hi Peter, as per our conversation, I will be glad to help you with the XYZ project. Please find attached, a copy of the code I used on the ABC project. I hope it ...


106

If you're using a chat client that supports message reactions (e.g. Slack), a "thumbs up" or similar reaction to a "Thank you" message might be a solution: you're being polite by acknowledging your colleague's gratitude but in a non-distracting way.


86

Ask questions. "My car guide mentions 4 wheels. Why does that not apply in this case?" And then listen. There might be a reason why they have considered your point and it doesn't apply. More likely, the act of them trying to explain it to you will help them realize the point themselves. Even this might not work. You might have to try to ...


73

I usually assume somebody would give me a very explicit warning before firing me They did, but you didn't notice. I do notice I get told when I do something bad but they're usually not said with urgency or seriousness When people give you negative feedback, take it seriously. You're easily replaceable at that level. People are not going to waste time ...


72

To be blunt, it sounds like you are not acting like an adult. I've dealt with people right out of college/university, and as you are finding out, they leave you woefully unprepared for the workplace. Work is not college, nobody will hold your hand, nobody will warn you, and as you are finding out nobody cares about anything but your performance. I suspect ...


62

That's quite the history! job 1 - poor performance, sleepy at the job, didn't always listen. Was fired after 2 weeks "Sleepy" at the job can have medical causes - and I believe you stated in a comment that you had investigated this with a Doctor at the time. Companies may or may not be understanding on that side of things (you'd hope they would ...


54

I'm sure there are going to be a few answers about how to do Scrum better, and how to potentially make your contractors perform better. But instead, I'm going to offer an alternative. Don't give you contractors a set amount of work per sprint, but instead just allow them to work of an ordered list of tasks that is not bound into 2 week blocks. This means ...


44

Do you have a Daily meeting where you report on your progress? For my answer, I'll assume this is the case. If you put in more than an hour of effort into helping with an issue that is not your current task, I would mention that on the next day: [your own report]... and I helped Peter with XY, that also took a bit of time. Then everybody knows, this is in ...


39

2 weeks is a really short time to evaluate general performance. I've gone two weeks in jobs just reading documentation without even getting an assignment yet. There is likely something else going on, like: A severe personality conflict. Excessive tardies, absences, breaks. Severe grooming/presentation issues. Lacking very basic skills. I don't know you, ...


28

Realistically, you need to be talking to a professional-- a psychologist/ psychiatrist or a career coach-- not random folks on the internet. Getting fired after a handful of weeks several times is a very strong indication that there is some underlying issue that you're not seeing. If you're not seeing it, you're not telling us about it and we can't help ...


22

I have and still work on both sides of your situation. The only solution I know of that works is to have someone at Head Office whose primary role is just to keep bugging people for progress reports and following up on all communications. As far as I know this is pretty standard for companies with their Head Office in Asia. No reason it couldn't work ...


20

You are currently in a very weak position: spotty work history, a 6 month unemployment stretch and 40 failed interviews. Your priority at this point should be to strengthen your resume. The best you can do is to take the job and make sure you perform well and keep it steady. It's ok to do learning on the side (with or without a scholarship) but ONLY if it ...


20

What you're describing are actually just symptoms. The core issue is simple. You're opening up potential issues where you don't have to. You're volunteering a solution, but not immediately taking ownership of the problem as well so that you'll get credit for the solution. This means you're opening yourself up to be used. I have often had solutions others don'...


20

How can I convince my boss and team that the consultant and team colleagues are wrong, without looking stubborn or pedantic? Let it go. You've made your case. The outcome isn't your responsibility. If you can, get your comments, remarks, arguments against, suggestions, etc. in a document or email.


18

In scrum you work as one team and the team is responsible for the delivery of the sprint. You will all have different strengths and weaknesses, but try and avoid thinking about "my team" and the "Asian team". It is all one scrum team. An essential meeting for a scrum team is the daily standup which all members of the scrum team attend. ...


18

The problem with "hello" messages is: It tells me to expect a message after "hello", so now I'm sitting for possibly minutes waiting for you to type out your followup message instead of doing whatever it was I was doing before. My time is being wasted waiting for you to tell me the thing you wanted to tell me instead of you just ...


18

The vast majority of your post is irrelevant. From what I can gather, you have a new manager who doesn't have much contact with you but appears to have regular contact with his other directs? Have you scheduled a 1:1 with your manager? This should be your first step. Ask him how he is settling in and ask him what you can to do help him. Don't accuse him or ...


18

In general, if you are the only person in the room that is saying there’s an issue, you aren’t going to be successful. Instead of more documentation and books, you need more people who agree with you and who are willing to say so in public. How you find those people really depends on your specific situation. You could do some “consensus building” and ...


17

I want to be polite, but I also don't want to send messages that contain no useful information. But "You're welcome" does contain information. It contains social information! The information is that your help was given freely and with good will. As others say, it also closes the conversation in a polite way so that no-one is left hanging.


15

Frame challenge: are you sure they're wrong? NOTE: a recent clarifying update to OP's question made the first half of this answer moot, but the second half still holds. Based on this part of the question... By implementing this incorrectly we will not get any advantage but also no disadvantage, but it's affecting my motivation. ...it's not clear that this ...


14

The other answers are good, but I want to add some aspects that you might be missing: Why is there no hard warning? An employee that expects being fired might start doing harmful behavior (copying sensitive data, introducing malicious software, whatever). 99% of employees will not do it, but the potential harm is so big that many companies may not give hard ...


13

Why does it take them until halfway through the sprint to realise they don't have access to the primary artefact needed to complete the job? Solve that problem: When planning the task, identify all dependencies, especially access/permissions Have a separate subtask/phase that is "done" when all dependencies are met Only start the engineering work ...


13

If we take this at face value, the reason why you get fired is clear: Your performance is significantly lower than what the employer expects. The only real solution here is to improve your performance, or find employers with lesser expectation. I won't go into detail about how to accomplish these things because those would be separate questions (and probably ...


12

Sorry to be so direct, but I don't think indirect hints are helping you: If you got fired 5 times, most of the time only lasting weeks, this is not due to wrong expectations. The time it takes to assess a new person on the job by their peers, give feedback to the bosses, give feedback to the new person, see if they maybe improve, this cycle takes months for ...


12

What I do is to only say "you are welcome" within one minute of receiving a thank you, when I can assume that the other person is not context switching to read my message. If I miss that window I let it be. Failing that, reactions in Slack as mentioned by Egor are very good, but your messaging platform may not support them.


12

I had for 10 years at the top of my profile, "I do not respond to 'hello'. If you want me for something, tell me what it is." After a productive exchange, "You're welcome" is perfectly acceptable, even if it is 'just noise', it's 'friendly' noise & provides closure. It's the equivalent of saying 'goodbye' on the phone. Only in ...


12

the main example he is using for explaining it, was actually used as anti-example in the book, which we are using as reference. The book was written by the most popular evangelist and you won't find any book contradicting this aspect. all the sources I found are stating the same about this aspect. I also discussed with experts on this topic in our company ...


11

Comments like "iterate through the objects" before a loop Hardly the worst thing in the world. At most he's guilty of assuming the reader has followed the code through and not describing the 'why' part. his own unique naming of things Unique how? are they, for example, single-letter variables for everything? Unique doesn't necessarily equal bad. ...


11

Don't bother with hints, you think Pete is screwing up workflow on purpose. Tell your boss. It's her job to know that stuff and handle it. "Pete keeps taking tasks in meetings, then asking me to finish them. I'm OK with that as long as you know I spend 1/3rd of my time on his work". She can silently schedule you "1/3rd time helping Pete", ...


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