Five lessons that help me grow every day
Small habits, big growth potential.
This week, I came across a few interesting ideas that made me think about how small actions and habits can lead to growth.
TL;DR
Note-taking as a habit to get things done.
Most problems stem from people, not technology.
Making the most of downtime to be more productive.
Acting at the next level before you get there.
Leadership that fosters trust and autonomy.
1. Note-taking as a habit
Developing a habit of note-taking had a huge impact on my ability to get things done in my personal and professional life. I used to forget ideas before I could act on them, lose track of my work when switching tasks, and struggle to remember key achievements during performance reviews.
These challenges made me look for better ways to take notes. I started writing anchor notes to stay focused when I switched tasks. I also recorded ideas right away so they wouldn’t slip through the cracks.
I now go by the idea that you should document every single thing you do if there is the slightest chance you might need to recall it. When writing code, I use comments for my future self to refer back to trains of thought. I then refine them into useful comments or remove them if replaced with a docstring.
Now, with the help of AI tools, it's easy to generate higher-level documentation with the context you've already added. I recently found a useful tool: GitDiagram. It creates a clear diagram of the codebase's architecture and how it all fits together. It's great if you want to quickly understand a new codebase and like to visualise how code is structured.
2. Most problems stem from people, not technology
If we can see how everything fits, we are more likely to find solutions that solve a problem. This follows the idea that many data engineering issues stem from gaps in team processes and priorities, not the technology.
I've been on teams with working data pipelines but limited context about the data. This hurt the product's quality. Simple data quality checks were missed as a result of misalignments with what's required.
These aren’t technical issues. They’re cultural and process challenges. Teams must build trust in their data, align with business needs, and improve collaboration. This will help them avoid pitfalls and deliver value.
3. Making the most of downtime
How you spend your downtime says a lot about your mindset. When there’s nothing urgent to handle, having good defaults can help to close those gaps and improve processes.
I use quiet moments to:
Check open review requests.
Refine documentation.
Improve my workflows.
Tackle tech debt for quick wins.
These small, intentional actions might not seem groundbreaking, but they build habits that keep me focused and drive progress in my day.
Cultivating habits that prioritise growth over distraction is a good thing, but we all need a break sometimes. I occasionally scroll on LinkedIn for data engineering memes and golden nuggets of information too.
4. Acting at the next level before you get there
Downtime is also a perfect opportunity to develop the mindset and skills for the next stage of your career. You don’t have to wait for a promotion to start operating at the next level. Chances are that you’re already doing work that’s above your current role requirements.
A mid-level data engineer might already take on senior-level tasks. For example, they might influence architecture decisions through proof of concepts.
Adopting the mindset of the next level, no matter your title, positions you for future opportunities. It ties back to having good defaults. How you approach small moments can have a big impact on your career trajectory. Even if a promotion isn't possible now, you can still leverage the behaviours. If you move companies, you can promote yourself that way.
One practical way to show you are ready for more is to step into mentoring and guiding others. Without a formal leadership role, you can still help shape solutions and support less experienced teammates.
5. Leadership that fosters trust and autonomy
I have had the chance to mentor junior engineers. I noticed that good leadership guides without controlling every detail. The best managers I have worked with used guided autonomy rather than micromanagement.
One manager I worked with gave me the autonomy to design a data pipeline. They outlined the business goal and trusted me to find a good solution. The freedom to explore different paths led to more creative solutions and boosted my confidence. It ultimately led to a more efficient design that exceeded expectations. When I began guiding others, I tried to follow that same balanced approach.
Offering direction at the beginning is often enough as long as I stay available to answer questions or give feedback. People do their best work when they feel supported yet have space to experiment. I learned that effective engagement means being present without being overbearing.
This mindset also creates a culture where each new challenge becomes a chance for everyone to learn. Encouraging others to solve problems helps them build their skills, and I find that I learn just as much in the process.
Note-taking, focusing on people, using downtime, working above your level, and trusting others all relate to the same idea: building habits that support growth. They remind me that small, consistent actions lead to meaningful change.
Thanks for reading,
Elias