I recently bought several classic It books. Among them, there is a "procedural ape cultivation: 33 skills required by professional programmers". This book is relatively thin, so I will read it first.
This book is different from other technical books. In fact, it is not a technical book. It doesn't teach you how to improve programming, but how to improve some technology. I think this is more like an internal skill, which teaches you some soft skills in the workplace. We strongly recommend you to new recruits. I regret that I had not come into contact with this book before, and it took a lot of detours. Now, I still feel deeply touched.
Many others in this book tell you how to work more effectively in your job. I want to talk about my views.
Basically, when a person enters a company, the company will allocate one or more mentors or mentors to you. Each company has a different name. Mentors are generally experienced colleagues at work. I have been working for several years. How can we make good use of our mentor resources to achieve rapid growth? First, learn about the company's culture, the company's performance evaluation, the division of work of the project team, the project progress plan, and other colleagues in the group, in the future, if you encounter a problem, you can quickly locate the person you want to consult. Secondly, I would like to learn about projects with high speed. In terms of technology, the key to growth is personal investment. Sometimes we need to force ourselves. Of course, some technical problems that are more difficult than NLP can be solved by checking the information first. You can consult your tutor. Finally, I can talk to my mentor about my career planning. For example, in my project team, I am better at doing things than doing things. I will be able to talk more about the development opportunities of the project team. Note: Each individual encounters different ways of doing things in a mentor's personality. Some may be more patient than others to help you solve this problem, and some may have a bad attitude. This is luck. If you meet a good mentor, you really mean your own growth. There are also new faces, even if the attitude is not good, you must learn to adjust yourself, do not be timid, depressed, dare not ask questions. Generally, mentors are higher than their own, so there should be no competition. You can get a regular (one or two weeks) time (for example, half an hour) to talk to your mentor. If problems are solved in a timely manner, do not hold your breath. Every small problem you ignore may become your final tumor.
Entering a company is not like in a school. If the examination passes 60, it will be OK. You must be more strict with yourself in your work, so that you can do better. Performance is the result of your work. What you do in the project, the importance of the component of the task, will affect your assessment. Projects are good or bad. New Employees often cannot select projects and are passively allocated. First, do what you have. The simpler and easier it is, the more you need to perform perfect so that you have the opportunity to gradually gain access to some core projects. Every group of things has some trivial things, and there is no result to talk about after they are done, or the results are not on their own, which is also known as "dirty work ". This is usually done by new people when they first come in. However, you cannot always do these things and try to do new projects as appropriate. At the beginning, I was able to write a summary for myself every day or every week. On the one hand, I arranged my daily work and on the other hand I thought about what I did. Understand what others are doing, understand what the project team will do in the future, and be able to make a preparement first, get familiar with technology, and get preemptible.
First, we will summarize these two points.
