7 Signs You're Underperforming as an Engineer
Including practical key indicators and action items
No one wants to be a low performer, but the truth is, we are all clouded by self-serving bias: We can easily identify other people’s shortcomings, but cannot see our own. This is one of the main reasons we often get surprised when receiving negative feedbacks. They are never on our radar.
Use this list to do a quick self-assessment. We want to spot issues early and make improvements. Remember to read until the end to see action items!
💡 Key Takeaways
Look for signs of low performance on yourself. A good indicator is to keep an eye on team metrics and to ask for feedbacks regularly.
Take actions if you spot these warning signs. Work with the team and your manager grow.
1. Constantly Sit on Problems without Actions
🚨 Warning indicators:
You sit on blockers for days without raising them
Team meetings reveal issues that should have been flagged earlier
✅ Takeaways:
Raise blockers as soon as you identify them
Constantly delay reporting blockers can happen especially on junior engineers.
Early escalation helps prevent small issues from becoming major problems. Even if you are trying to resolve certain blockers, giving the update to the team is always a good practice.
Escalation isn't a sign of weakness - it's a professional responsibility that helps maintain project momentum. Also, sometimes other members might already have an answer.
2. Avoid Challenges
🚨 Warning indicators:
You consistently choose simpler tasks during sprint planning.
You are always reluctant to take challenging tasks.
You always escalate problems easily without attempting to dig deep.
✅ Takeaways:
Identify causes of low motivations. It could be domains or burnout.
Seek help if necessary.
Your growth as an engineer stalls when you dodge difficult projects. Giant tech companies have a rule of developers needing to upgrade to a certain level in a timeframe. Stalling makes it easier to put you in the low-performer bucket.
Improvement on this could be tricky. The cause of low motivation might be due to the toxic environment, boring team domain, or career burnout, etc. Talk to peers or people that you trust. See if they feel the same, or how do they approach issues like this.
If it’s possibly caused by career burnout, talk to a professional and seek help!
3. Rarely Do Code Reviews
🚨 Warning indicators:
Your code review comments are superficial or non-existent.
You don't make time for thorough code review.
✅ Takeaways:
Regular code reviews demonstrate your contributions to teamwork
Good reviews help catch issues early
They expands your understanding & domain knowledge
Code review is part of teamwork. Since software engineers usually need to work as a team, not participating in code review is usually considered a flag.
To improve, it’s mostly a shift of mindset.
Code reviews aren't just about finding faults. They're a chance to learn new techniques and share your expertise. Make time for code reviews in your daily routine. It's a simple yet effective way to level up your skills.
4. Miss Deadlines Frequently
🚨 Warning indicator
You're constantly asking for extensions or delivering work late.
✅ Takeaways:
Follow best practices such as breaking down tasks & leaving buffer.
Identify other causes: unreasonable workload, scope change, etc.
Despite external factors, missing deadlines is a symptom that you're not estimating tasks accurately or managing workload effectively. You might be taking on too much or underestimating the complexity of projects.
"Deadlines are not arbitrary, they're a promise to deliver."
To improve, start by following the best practices such as breaking down tasks, communicate issues early, and leaving buffers. After that, identify the causes such as scope change or underlying technical debts. Work with your manager to find out action items for improvement.
5. Your Work is Invisible to Stakeholders
🚨 Warning indicators:
Your manager & team struggle to describe what you are doing and why
Your name rarely comes up during updates and discussions
✅ Takeaways:
Choose the right tasks that have impacts on the team and the business. It’s probably not wise to always pick small code refactoring tasks.
Contribute to team discussions regularly
Also, when working with your manager, you can consider creating a "brag document" to track accomplishments. This can be helpful during performance reviews and when discussing your position on the Engineering Ladder.
Remember, visibility isn't about showing off. It's about ensuring your hard work is recognized and valued. It also provides transparency that welcomes feedback.
6. Always Wait for Instructions
🚨 Warning indicators:
You often ask "What should I do next?"
You struggle to make progress when your manager not present
✅ Takeaways:
Be proactive in seeking out work. Check your team’s backlog & roadmap regularly.
Suggest improvements to existing projects or team processes
Strong engineers proactively identify problems and propose solutions. They don't wait for assignments to fall into their laps.
Look for ways to add value beyond your assigned tasks. This mindset will set you apart from those who simply follow orders.
Remember, your tech lead and manager aren't there to micromanage you. They expect you to take ownership of your work and drive projects forward independently.
7. Ignore Constructive Feedbacks
🚨 Warning indicators:
You get the same feedback repeatedly across review cycles
You acknowledge issues but there is no action plans
✅ Takeaways:
Create action items after receiving feedback
Schedule regular check-ins with your manager to discuss improvement
Take a look at your previous feedbacks. Are there items that come up often? It could be a good sign that you have not taken actions toward certain issues.
Document both the feedback and your progress. This helps demonstrate your commitment to growth and provides evidence of improvement during performance reviews.
It’s Time to Take Actions
If you find yourself matching one or more traits above, it's time to take actions. Recognizing the issue is the first step, but now you need to act. Let's explore how to improve.
Identifying Causes
Start by looking inward. Are you struggling with work-life balance? Maybe you're dealing with anxiety or personal issues. These can all impact your performance.
It’s also important to inspect external factors: Does the team have any issue? Low performance might be only a symptom and the real issue lie in the team. For example,
The team does not have a good process
The team culture is toxic and discouraging
The workload requirement is unreasonable
Try to talk to your manager or other members about these. They may share the same sentiment. Pinpoint specific areas where you're falling short. Don't just think "I'm not doing well." Be precise. Maybe you're having trouble with a particular process.
Remember, identifying the cause is key to fixing the problem. Be honest with yourself. It's not about blame, it's about improvement.
Seek Feedback From Managers And Peers
Make sure to verify the causes & improvement areas. During 1-on-1 with your manager, express your concerns. Ask for specific feedback on areas where you can improve.
Feedback questions can include:
"How do you handle X task so efficiently?"
"Can you review my code and give me pointers?"
"What strategies do you use to stay productive?"
Be open to constructive feedback. It might sting at first, but it can bring real improvements.
Creating A Plan With Your Manager
Once you've gathered feedback, it's time to create an action plan. Sit down with your manager and outline specific goals. Use frameworks like SMART to set clear goals.
Your plan might include:
Measurements such as engineering metrics
Specific actions such as doing 10 code reviews in a week
Timeline
Be realistic. You won't become a top performer overnight. Set milestones and celebrate small wins along the way.
After that, ask your manager for regular check-ins to track your progress & feedback. Improvement is an ongoing process. Set up regular feedback sessions with your manager and peers.
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After years of work, I've noticed a common thread: under-performers often struggle with effective communication, a challenge that holds back both their progress and collaboration.