Navigating Office Politics with a Bad Manager: A Tale of the Ubermensch Employee and the Last Man Manager

Embracing Nietzsche’s Philosophy in Tech: The Perils of the Last Man and the Aspiration to Become the Übermensch

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A Tale of Two Mindsets in the Tech Office

I’ve often found profound parallels between Nietzsche’s ideas and the modern workplace. Nietzsche’s concept of the Übermensch (Overman or Superman) represents an individual who creates their own values, overcomes obstacles with passion, and constantly strives for self-improvement. In contrast, the Last Man symbolizes complacency, a lack of ambition, and a desire for comfort over growth.

Recently, I witnessed a scenario in our tech office that perfectly encapsulates this philosophical dichotomy.

The Arrival of the Übermensch

Enter Alex, a brilliant new developer who joined our team with an impressive track record and an infectious enthusiasm for innovation. From day one, Alex was a whirlwind of ideas, constantly proposing improvements to our systems, suggesting new technologies, and challenging the status quo. Their passion was palpable, and it invigorated many of us who had grown accustomed to the routine.

Alex embodied the spirit of the Übermensch. They were:

• Passionate and Driven: Always the first to arrive and the last to leave, not out of obligation, but genuine excitement.

• Open to Ideas: Regularly organizing brainstorming sessions, encouraging collaboration across departments.

• Quick to Action: Implementing prototypes of new features overnight, demonstrating possibilities rather than just talking about them.

The Complacent Last Man

Our manager, Steve, however, was the epitome of Nietzsche’s Last Man. Content with the current state of affairs, Steve resisted change and prioritized maintaining the comfort of familiarity over pursuing excellence.

Characteristics of Steve’s Last Man mentality included:

• Complacency: Frequently dismissing new ideas with phrases like “We’ve always done it this way.”

• Aversion to Risk: Rejecting proposals for modernization due to fear of potential short-term disruptions.

• Lack of Passion: Treating work as a mere obligation, devoid of enthusiasm or a vision for the future.

The Clash of Philosophies

Tensions began to rise as Alex’s proactive approach clashed with Steve’s resistance to change. During team meetings, Alex would passionately present proposals to optimize our codebase or enhance user experience. Steve would often respond with indifference or outright rejection, citing resource constraints or downplaying the necessity of innovation.

One notable incident involved Alex discovering a security vulnerability in our system. Recognizing the potential risks, they proposed an immediate plan to overhaul certain components. Steve, unwilling to allocate additional resources, insisted on a quick patch, ignoring the underlying issue.

Frustrated, Alex privately expressed concerns to some of us:

• “Why are we ignoring problems that could escalate?”

• “Shouldn’t we strive to deliver the best possible product?”

• “Complacency is the enemy of progress.”

These sentiments resonated with many team members who had felt stifled but lacked the initiative to voice their concerns.

The Consequences of Complacency

Steve’s reluctance to embrace change began to manifest in tangible setbacks:

• Missed Opportunities: Competitors released features that we had contemplated but never pursued, leading to a loss in market share.

• Declining Morale: Talented developers grew disillusioned and started seeking opportunities elsewhere.

• Technical Debt Accumulation: Ignoring systemic issues led to increased bugs and system downtimes.

The office atmosphere grew tense. The once collaborative environment became fragmented, with a clear divide between those who desired growth and those clinging to the comfort of the familiar.

The Rise of the Ubermensch Spirit

Recognizing the detrimental path we were on, a group of us rallied behind Alex’s vision. We began dedicating time to develop proof-of-concept projects, demonstrating the feasibility and benefits of proposed changes.

Our collective efforts led to:

• Improved Systems: Implementing more efficient algorithms that reduced server costs and improved performance.

• Innovative Features: Launching beta versions of new functionalities that received positive feedback from users.

• Rekindled Passion: Reinvigorating the team’s enthusiasm and sense of purpose.

Upper management took notice of these successes. Questions arose about the leadership direction, and it became evident that Steve’s approach was hindering the company’s potential.

The Transformation

Ultimately, the organization underwent a restructuring. Steve was offered a different role that better suited his management style, and Alex was promoted to lead the development team.

Under Alex’s leadership:

• Embracing Change: The team adopted agile methodologies, allowing for rapid iteration and adaptation.

• Fostering Innovation: Regular hackathons and idea pitches became part of our culture.

• Continuous Improvement: There was a constant drive to learn new technologies and improve our skill sets.

The shift brought about a renaissance within the company. We not only caught up with our competitors but began setting industry standards.

Reflections on the Last Man and the Ubermensch

This experience highlighted the stark contrasts between the Last Man and the Übermensch in a modern setting.

The Perils of the Last Man:

• Stagnation: A refusal to adapt leads to obsolescence.

• Demotivation: Lack of vision demoralizes talented individuals.

• Risk of Irrelevance: In the fast-paced tech industry, complacency can quickly render a company irrelevant.

The Merits of the Übermensch:

• Innovation Driver: Challenges norms and pushes boundaries.

• Inspires Others: Passion and action can galvanize a whole team.

• Adaptability: Embraces change, turning potential threats into opportunities.

Conclusion

Nietzsche’s philosophy, though articulated over a century ago, finds profound relevance in today’s world, especially in industries driven by innovation. The Übermensch isn’t just a philosophical ideal but a practical archetype for those who aspire to lead, inspire, and transform.

In the realm of technology, where change is the only constant, embodying the spirit of the Übermensch can be the difference between success and failure. It’s a call to action for individuals and organizations alike to transcend complacency, embrace challenges, and continuously strive for greatness.

As software engineers — and indeed as human beings — we face the choice: settle into the comfort of the Last Man or rise to the challenge of becoming the Übermensch. The path we choose not only defines our careers but also shapes the future of the industries we are part of.

Are we content to be spectators in our own lives, or will we become the architects of our destiny?