In my experience, “full-stack developers” always translates to “programmers who can do frontend code because they have to and it’s ‘easy’.” It’s never the other way around. The term “full-stack developer” implies that a developer is equally adept at both frontend code and backend code, but I’ve never in my personal experience witnessed anyone who truly fits that description.
Thursday, September 14th, 2017
When every new website on the internet has perfect, semantic, accessible HTML and exceptionally executed, accessible CSS that works on every device and browser, then you can tell me that these languages are not valuable on their own. Until then we need to stop devaluing CSS and HTML.
Monday, September 11th, 2017
I like Chris’s list of criteria for the nebulous role of senior developer:
- A senior front end developer has experience.
- A senior front-end developer has a track record of good judgment.
- A senior developer has positive impact beyond the code.
- A senior developer is helpful, not all-knowing.
- A senior front-end developer is a force multiplier.
Wednesday, March 8th, 2017
Following on from Ire’s post about linting HTML with CSS, here’s an older post from Ebay about how being specific with your CSS selectors can help avoid inaccessible markup getting into production.
Thursday, December 8th, 2016
I really, really like Heydon’s framing of inclusive design: yes, it covers accessibility, but it’s more than that, and it’s subtly different to universal design.
He also includes some tips which read like design principles to me:
- Involve code early
- Respect conventions
- Don’t be exact
- Enforce simplicity
Come to think of it, they’re really good design principles in that they are all reversible i.e. you could imagine the polar opposites being design principles elsewhere.
Thursday, July 14th, 2016
This is relevant to my interests because I think I’m supposed to be a senior developer. Or maybe a technical director. I’m really not sure (job titles suck).
Anyway, I very much appreciate the idea that a technical leadership position isn’t just about technical skills, but also communication and connectedness.
When we boiled down what we’re looking for, we came away with 12 traits that divide pretty cleanly along those three areas of responsibility: technical capability, leadership, and community.
For someone like me with fairly mediocre technical capability, this is reassuring.
Now if I only I weren’t also mediocre in those other areas too…
Tuesday, June 28th, 2016
Story of my life:
I have to confess I had no idea what a technical leader really does. I figured it out, eventually.
Seriously, this resonates a lot with what I find myself doing at Clearleft these days.
Tuesday, May 24th, 2016
Hmmm …I think Jeffrey might have just given me my new job title.
Saturday, February 20th, 2016
Well, this pretty much sums up the front-end team at Clearleft:
I’ve often said that at Clearleft, development is always in the service of design. And like Brad, I often find myself defining that work by what it isn’t:
They understand UX principles and best practices, but may not spend their time conducting research, creating flows, and planning scenarios
They have a keen eye for aesthetics, but may not spend their time pouring over font pairings, comparing color palettes, or creating illustrations and icons.
They understand the importance of backend development, but may not spend their time writing backend logic, spinning up servers, load testing, etc.
Tuesday, December 15th, 2015
Shadows and smoke
Hiring Charlotte was an experiment for Clearleft—could we hire someone in a “junior” position, and then devote enough time and resources to bring them up to a “senior” level? (those quotes are air quotes—I find the practice of labelling people or positions “junior” or “senior” to be laughably reductionist; you might as well try to divide the entire web into “apps” and “sites”).
It breaks my heart to see so many of my colleagues prefix their job titles “senior” (not least because it becomes completely meaningless when every single Visual Designer is also a “Senior Visual Designer”).
I remember being at a conference after-party a few years ago chatting to a very talented front-end developer. She wasn’t happy with where she was working. I advised to get a job somewhere else After all, she lived and worked in San Francisco, where her talents are in high demand. But she was hesitant.
“They’ve promised me that in a few more months, my job title would become ‘Senior Developer’”, she said. “Ah, right,” I said, “and what happens then?” “Well”, she said, “I get to have the word ‘senior’ on my resumé.” That was it. No pay rise. No change in responsibilities. Just a word on a piece of paper.
I had always been suspicious of job titles, but that exchange put me over the edge. Job titles can be downright harmful.
Dan recently wrote about the importance of job titles. I love Dan, but I couldn’t disagree with him more in this instance.
He cite two situations where he believes job titles have value:
Your title tells your colleagues how to interact with you.
No. Talking to your colleagues tells your colleagues how to interact you. Job titles attempt to short-cut that. They do a terrible job of it.
What you need to know are the verbs that your colleagues are adept in: designing, developing, thinking, communicating, facilitating …all of that gets squashed down into one reductionist noun like “Copywriter” or “Designer”.
At Clearleft, we’ve recently started kicking off projects with an exercise called “Fuzzy Edges” that Boxman has been refining. In it, we look ahead to all the upcoming project roles (e.g. “Who will lead playbacks and demos?”, “Who will run stakeholder interviews?”, “Who will lead design direction?”). Together, everyone on the project comes to a consensus on who has which roles.
It’s really, really important to clarify these roles at the start of each project, and it’s exactly the kind of thing that can’t be summed up in a job title. In fact, the existence of job titles can lead to harmful assumptions like “Oh, I figured you were leading playbacks and demos!” or “Oh, I assumed they were running stakeholder interviews!”, or worse: “Hey, you can’t lead design direction because that’s not in your job title!”
The role assignments can vary hugely from project to project, which is great. People are varied and multi-faceted. Trying to force the same people into the same roles over and over again would be demoralising and counter-productive. I fear that’s exactly what job titles do—they reinforce barriers.
Here’s the second reason Dan gives for the value of job titles:
Your title tells your clients how to interact with you.
Again, no. Talking to your clients tells your clients how to interact with you.
Dan illustrates his point by recounting a tale of deception, demonstrating that a well-placed lie about someone’s job title can mollify the kind of people who place great stock in job titles. That’s not solving the real problem. Again, while job titles might appear to be shortcuts to a shared understanding, they’re actually more like façades covering up trapdoors.
In recounting the perceived value of job titles, there’s an assumption that the titles were arrived at fairly. If someone’s job title is “Senior Designer” and someone’s job title is “Junior Designer”, then the senior person must be the better, more experienced designer, right?
But that isn’t always the case. And that’s when job titles go from being silly pointless phrases to being downright damaging, causing real harm.
Over on Rands in Repose, there’s a great post called Titles are Toxic. His experience mirrors mine:
Never in my life have I ever stared at a fancy title and immediately understood the person’s value. It took time. I spent time with those people — we debated, we discussed, we disagreed — and only then did I decide: “This guy… he really knows his stuff. I have much to learn.” In Toxic Title Douchebag World, titles are designed to document the value of an individual sans proof. They are designed to create an unnecessary social hierarchy based on ego.
See? There’s no shortcut for talking to people. Job titles are an attempt to cut out one of the most important aspects of humans working together.
The unspoken agreement was that these titles were necessary to map to a dimwitted external reality where someone would look at a business card and apply an immediate judgement on ability based on title. It’s absurd when you think about it – the fact that I’d hand you a business card that read “VP” and you’d leap to the immediate assumption: “Since his title is VP, he must be important. I should be talking to him”. I understand this is how a lot of the world works, but it’s precisely this type of reasoning that makes titles toxic.
So it’s not even that I think that job titles are bad at what they’re trying to do …I think that what they’re trying to do is bad.
Wednesday, December 9th, 2015
The best ARIA role is the one you don’t need to use.
Sunday, September 6th, 2015
Monday, November 24th, 2014
This could come in useful for updating the Clearleft website.
Thursday, July 3rd, 2014
I can very much relate to what Dan is talking about here. I have no idea what I do any more.
No doubt we’ll always feel we’re behind the curve as there always seems like more to learn. That’s OK. No-one knows it all, but it is hard knowing what people expect of you.
Wednesday, February 6th, 2013
The truth …it burns!