You don’t want to be an incompetent programmer, but you also don’t want to be your team’s cleanup hitter. If (and I speak from experience here) you become known as the person on a team of ten that delivers half of each release’s features, you’re fashioning a delivery trap for yourself that’s sprung and made of granite. You’ll never escape because the organization can’t afford to let you. Instead, you need people to say of you something like, “He’s a decent programmer, but where he really shines is getting the most out of the other programmers.”
