You could do some tweets about your amazing, beautiful and talented wife.

If you don't have any dependents, you should quit. I could spit out a bunch of mundane platitudes to support that suggestion, like "In life, you never regret the things you do; you regret the things you don't do" or "You have to do what you're passionate about, or you'll never be happy," but you already know those things, everybody does, that's why they're called platitudes. You already know you should quit.

Ergo, your problem is motivation. Allow me: I'm going to keep calling you a pussy over and over again until you quit your job. Of course, you won't be able to hear me because I'm in my basement and you're not[1], but trust me, I'll be saying it. Pussypussypussy.

[1]Unless you're my black lab, in which case one of us needs to get the other to the hospital.

Management error #1: "Move up the ladder into management, architecture, or design"

As long as management insist on perceiving themselves as superior to other people, and assuming that technical competence somehow implies management competence, there will always be a drain on the good technical guys. The reward and recognition structure strongly encourages them to change discipline. However, can anyone cite me a single source that justifies this position? I'm not sure that any company I've worked for, of any size, really got more value from its middle managers than from the senior technical people it keeps trying to turn into middle managers.

The assumption that architecture/design is more important than front-line coding is also dubious. A good architect/designer is worth their weight in gold on a large project (just like a good manager), and to be sure you probably need a fair bit of experience to be any good at all in that sort of role. But that just means the low end of the scale for that role is higher, it doesn't mean the high end of the scale for front-line coding jobs has to be lower. All the evidence I've ever seen still says an expensive, high-end front-line coder is disproportionately productive compared to a cheap, lower-end worker. You can have the best project management and the best design in the world, but if all the guys implementing it are chumps, your project is still going to suck.

Management error #2: "Even though you may be highly experienced and wise, employers aren’t willing or able to pay an experienced worker twice or thrice what an entry-level worker earns."

That's because they're dumb... Maybe because they got too many technical people to do their management instead of people who are actually knowledgeable about and good at management? Project costs scale disproportionately with team size/structure. Developer productivity scales disproportionately with experience. How is it that so many companies can't do the basic arithemtic required to see the implications?

Management error #3: "This means keeping up-to-date with the latest trends in computing, programming techniques, and languages, and adapting to change."

This is not an error in itself. On the contrary, IME most older developers who are genuinely interested in their field do keep up (and find it far easier to do so than their younger and less experienced colleagues, since the tech industry doesn't innovate nearly as fast as the PR guys would like to pretend: older guys have seen a lot of it before, and can quickly identify genuinely new things worthy of further exploration and put them in context).

However, the error is in drawing this sort of conclusion based on the statement above: "To be writing code for a living when you’re 50, you will need to be a rock-star developer and be able to out-code the new kids on the block."

Almost everyone who is keen enough to still be coding by that age will out-code the new kid with his trendy tools and methodologies in his sleep.

BTW, I'm not an "old guy" in programming terms, and there's no bitterness here. I'm just a guy who watches this sort of debate from the sidelines, wondering how so many supposedly smart management people can be so utterly, obviously, incredibily dumb for so long, and still not get it in 2010.

Zuckerberg advocated age discrimination outright from the stage of startup camp 2007. Of course at his age, he doesn't know any better.

Here's a big secret, it isn't a struggle for older people to keep up with younger people. It is actually easier for me to pick new technology, or languages now than when I was a 20 year old programmer.... And I'm able to take responsibility for projects and order of magnitude more complex.

I always believed that when I got into the position of hiring people, I'd hire younger people because when I was younger the companies were all seemingly snobby about experience. But when I got into that position, I discovered that it was all about hiring people with presence, perception and perspective. Assuming the candidates can program, their ability to make good creative decisions is what determines productivity. Far more than experience sit any language. Any programming language can be learned in a short time... Perceptiveness is hard to teach.

These qualities themselves are too rare to waste time discriminating on age... These qualities, I think, are more common among older programmers, but there are more younger programmers interviewing....so I can't really say, and admit that is a prejudice. At any rate discrimination on any terms not related to doing the job is counter productive and stupid. I find someone with the qualities I'm looking for, I don't care about the age, or anything else.

The HR system in America is completely broken. Part of the reason is that nobody knows how to measure developer productivity on a corporate level. I've seen youngsters who put out huge amounts of buggy code praised which youngsters putting out slow, carefully designed code were told to emulate the "rock star"--- but it was painfully obvious that the rock star was slowing the project down by causing damage everyone ewes was spending a lot of time repairing.

Meanwhile, i once had a "recruiter" refuse to send my resume on a java position because the previous java shop I'd worked at had used oracle 8 and this new shop "is really looking for oracle 9 experience.". -- it doesn't matter what version of oracle when your job is to write code to process the data delivered by the db connector. But the company listed oracle 9 and she, who knew nothing about programming, felt she needed to screen out those who were unqualified. She was unqualified to do her job.

Almost never have I been on an interviewed where they actually checked to see if I was qualified competently. And universally the ones who did, didn't ask me to write code for them. Again, correlation is not causation.

But what we have is cargo cult HR - confusing experience with competence. It probably took 20 years to be a great machinist and you got valuable every years. You get more valuable every year programming, but you don't measure that value by whether someone knows erlang or haskal. Either one will do, even if your codebase is in erlang.

For me starting startup was one of those burn-the-boats decisions. I was a victim of age discrimination, after being hired, in face, I was let go for my age. Of course they wouldn't tell me that, and they wouldn't tell me why, but the said they'd give me a sterling recommendation. It was obviously age... And I vowed to never need that recommendation because I was damn certain I'd never leave my livelihood in the hands of another idiot who knew nothing about technology but thought he could manage programmers or a startup. I was happy to see that startup fail..... And so far, I haven't failed.

Age discrimination happens, and it is one of the profoundly broken things about our industry. When I started, i saw a lot of it happening to younger programmers. I saw zuckerberg advocate it public ally against older programmers.

But it is counter productive.... And a sign of being a bad work environment.

I suggest everyone take into account the age of the people at companies you interview at. Even if you are 20, if they don't have a single engineer in their late 30s, beware.

It's interesting how different it feels from commenting on HN. The box is so tiny, and you can't edit stuff afterwards. But you also don't have to deal with replies or worry about getting downvoted if you say something unPC.

I'm still not sure what to use it for, to be honest.

The answer is a lot shorter than your question: we fund the best people out of those who apply.

As far as I can tell, the age distribution of people we fund is the same as the age distribution of applicants.

David Moser's essay Why Chinese Is So Damn Hard [1] has an amusing and enlightening passage about this "character amnesia".

I have seen highly literate Chinese people forget how to write certain characters in common words like "tin can", "knee", "screwdriver", "snap" (as in "to snap one's fingers"), "elbow", "ginger", "cushion", "firecracker", and so on. And when I say "forget", I mean that they often cannot even put the first stroke down on the paper. Can you imagine a well-educated native English speaker totally forgetting how to write a word like "knee" or "tin can"? Or even a rarely-seen word like "scabbard" or "ragamuffin"? I was once at a luncheon with three Ph.D. students in the Chinese Department at Peking University, all native Chinese (one from Hong Kong). I happened to have a cold that day, and was trying to write a brief note to a friend canceling an appointment that day. I found that I couldn't remember how to write the character 嚔, as in da penti 打喷嚔 "to sneeze". I asked my three friends how to write the character, and to my surprise, all three of them simply shrugged in sheepish embarrassment. Not one of them could correctly produce the character. Now, Peking University is usually considered the "Harvard of China". Can you imagine three Ph.D. students in English at Harvard forgetting how to write the English word "sneeze"??

[1] http://pinyin.info/readings/texts/moser.html

We all compete with people who will work 60 hours a week for half our salary. Words cannot express how much I disagree that "knuckling down and doing your best" is a sustainable competitive position. Do it better than they do. Do it measurably better than they do. Do it ridiculously better than they do. Widen the scope of "it" to include a skill not on the menu at RentAResource.com, then do it. Market your doing of it better than they do. And, finally and most effectively, own the effing company.