Eduardo Aparicio Cardenes

I will say even this is true. In my opinion, frontend roles have evolved to move beyond just an eye for design. They now focus on delivering value by providing great UI and interactions. For instance, they involve building complex applications that display relevant information to users, creating browser extensions, widgets, and more. Many companies today invest significant effort into building design systems. These systems abstract the need for pixel-perfect UI, streamline the delivery of features with a consistent look and feel, and minimize development loops between product, design and engineering.

When setting up goals for yourself regarding mastery be flexible and aim to driven by curiosity. Curiosity is the pillar that can help your educational grow become exponential. Start by small things like, for example, you work with React but want to learn about AngularJS. Setting up such a wide objective can be overwhelming and frustrating if you don't get results soon. However, by leveraging curiosity as driver, you can start by wanting to know how Angular does routing compare with React, then how adding a page to the router and in a short period of time you will engage in a dynamic that your mind will prefer read about Angular than watch Breaking Bad.

One thing I have found helpful when sharing complex topics is creating a document explaining and covering all the points you want to make and refine it until the essence of what you aim to share is clear and concise. This document will act as base line that you can refer to when talking to your manager enabling a more effective communication. At the same time, it will give you time to order your ideas that you want to others to know. Overtime, i found the more, i follow this approach the better i get into engaging in conversations, not only about the document subject but also ad-hoc chat of a separate topic.

I believe an undervalued factor is transparency. Generally, it doesn't matter how much effort you put on things if you boss cannot see it. Consider, it's likely you manager has probably multiple peers to look after meaning thay he/she is time constraint to provide monitoring to the works you do. By being transparent with the work you do, empower your manager to trust your decisions and actions more engaging into a constructive relationship.

Although counterintuitive, I don't see a sign of explicit seniority mentoring; I know the ability to share my knowledge with others transparently. Mentoring can usually be misled by onboarding someone within the team instead of truth mentoring. Check out my article about this on https://medium.com/@byeduardoac/strategic-mentorship-maximising-impact-with-new-joiners-1155459abd9c. Mentoring requires experience over knowledge, which can only be achieved through diverse experiences and opportunities to grow. Focusing too much on actively seeking mentoring others might lead to perceptions of authoritarianism, knowing all, etc. Better, invest time in becoming a beacon of expertise, and people will come to seek your guidance

Also, it's helpful to set some reminders aside and look at any code review or feature you delivered six months ago. Review your code with critical value and see how much you have grown over that period. If you have the chance, make amendments to improve such a code and share it with your colleagues. This powerful tool allows you and others to see how much you have grown over a period, enabling your manager to see the progress alongside other work you have done.