If you are useful, it doesn't mean you are valued

Interpretations of “useful” vs “valued”

• Many see “useful” as executing tasks well, often in a narrow area; “valued” as being invited into strategy, trusted for judgment, and hard to replace.
• Several argue the article confuses concepts and that the real axes are:
  • tactical vs strategic work
  • fungible vs hard-to-replace
  • “useful” (creates value) vs “valued” (recognized and rewarded for it).
• Some think the framing is needlessly emotional: in a firm most people are “just useful”; being “valued” is mostly about perception and business context, not morality.

Soft skills, politics, and likeability

• Commenters widely agree that promotions and retention depend heavily on soft skills: cooperation, communication, likeability, and “office politics.”
• There’s tension between seeing politics as necessary team coordination vs toxic butt‑kissing and manipulation.
• “Anti‑social 10x dev” archetype is criticized: high output plus high friction often nets negative value for the org.
• Self‑marketing (making your contributions visible) is repeatedly cited as essential, yet many dislike or struggle with it.

Scarcity, replaceability, and value

• Several propose formulas like:
  • Valued = Useful + Hard to replace
  • Or + Pleasant to work with.
• Rare, portable skills (technical or interpersonal) increase bargaining power, but being “indispensable” can also mean poor documentation or unhealthy dependency.
• Many note that crucial but “invisible” roles (e.g., admin staff, operations, maintenance engineers) are often under‑valued despite being hard to truly replace.

Luck, layoffs, and structural realities

• Multiple stories: people were “valued” right up until an office, country, or business unit was cut wholesale.
• Layoff outcomes are often described as mostly luck (timing, compensation structure, being in a cost center vs revenue center).
• Some argue that in downturns, organizations suddenly care more about true usefulness than prior perceived value; others say high pay can make you a layoff target.

Psychology, self‑worth, and boundaries

• Many admit the essay stings: long careers feeling “just useful” or disposable.
• Several warn against tying self‑worth to employers; real, irreplaceable value is more often found in family, friends, health, and personal projects.
• A detailed subthread links workplace patterns to family‑of‑origin dynamics and difficulty setting boundaries.

Suggested individual strategies

• Keep interviewing even when happy; don’t quit without another offer.
• Aim for roles where you’re both effective and heard; if you’re stuck as “gap‑filler,” consider moving.
• Invest in soft skills, documentation, and transferable rare skills.
• Accept that corporations are transactional; cultivate internal standards of value and seek meaning outside work.