Software Engineer Motivation Quotes

Now, once a quarter, the company sets aside an entire day when its engineers can work on any software problem they want—only this time, “to get them out of the day to day,” it must be something that’s not part of their regular job.

spark even greater creativity among his team, and to make sure Atlassian’s programmers were having fun at work, he decided to encourage them to spend a day working on any problem they wanted, even if it wasn’t part of their regular job. This offbeat off-day gave birth to several ideas for new products and plenty of repairs and patches on existing ones. So Cannon-Brookes decided to make the practice a permanent part of the Atlassian culture. Now, once a quarter, the company sets aside an entire day when its engineers can work on any software problem they want—only this time, “to get them out of the day to day,” it must be something that’s not part of their regular job.

scientist Krishna Bharat, frustrated by how difficult it was to find news stories online, created Google News in his 20 percent time. The site now receives millions of visitors every day. Former Google engineer Paul Bucheit created Gmail, now one of the world’s most popular e-mail programs, as his 20 percent project. Many other Google products share similar creation stories—among them Orkut (Google’s social networking software), Google Talk (its instant message application), Google Sky (which allows astronomically inclined users to browse pictures of the universe), and Google Translate (its translation software for mobile devices). As Google engineer Alec Proudfoot, whose own 20 percent project aimed at boosting the efficiency of hybrid cars, put it in a television interview: “Just about all the good ideas here at Google have bubbled up from 20 percent time.”9

Delivering (again) is not going to quench discontent in your team, but it’s going to give everyone involved a chance to speak up, and that should push your management karma toward motivator and away from tyrant.

In a professional software engineering environment, criticism is almost never personal - it’s usually just part of the process of making a better project. The trick is to make sure you (and those around you) understand the difference between a constructive criticism of someone’s creative output and a flat-out assault against someone’s character. The latter is useless - it’s petty and nearly impossible to act on. The former can (and should!) be helpful and give guidance on how to improve. And, most important, it’s imbued with respect: the person giving the constructive criticism genuinely cares about the other person and wants them to improve themselves or their work. Learn to respect your peers and give constructive criticism politely. If you truly respect someone, you’ll be motivated to choose tactful, helpful phrasing—a skill acquired with much practice.

An office full of software engineers soon morphed, under the flickering fluorescent lights, into a tribe of chattering primates. All-hands meetings, shared meals, and team outings became elaborate social grooming sessions. Interviews began to look like thinly veiled initiation rituals. The company logo took on the character of a tribal totem or religious symbol.