Will Larson on the patterns that make senior engineers hard to work with - and how to distinguish between genuinely difficult people and people who are just operating at a different level.
“Nuanced take on a problem every team faces. The distinction between 'principled disagreement' and 'being difficult' is one I use in every performance review now.”
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The section on 'brilliant jerks' vs 'people with high standards' is the most useful framework I've seen for this. Most difficult senior engineers I've known were in the second category.