Note on Staff Engineer

[last update: 25 Feb 2024]

Staff Engineer

Overview

• Staff engineer archetypes are recurring patterns of roles and responsibilities that Staff-plus engineers fulfill in different companies. They are Tech Lead, Architect, Solver, and Right Hand.
• Choose an archetype that suits you based on the kind of work that energizes you, the impact you want to have, and the availability of the role in your company. You can also try different archetypes over your career to find your best fit.
• Understand the expectations and trade-offs of each archetype. For example, Tech Leads and Architects tend to work on long-term projects with a stable team, while Solvers and Right Hands tend to work on short-term problems with a variety of stakeholders.
• Learn from the stories of other Staff-plus engineers who have shared their experiences of reaching and operating in different archetypes. You can find some of these stories in this document and on staffeng.com.
• Be flexible and adaptable as the needs of your company and your team may change over time. You may have to switch archetypes or combine aspects of different ones depending on the situation. Be open to feedback and learning opportunities to grow as a technical leader.

  Operating at Staff

• Work on what matters: Avoid low-impact and easy tasks, and focus on the high-impact and hard ones. Align your work with the company’s goals and priorities, and communicate your impact clearly and frequently.
• Writing engineering strategy: Write clear and concise documents that articulate the problem, the solution, and the rationale behind your technical decisions. Use a structure like SCQA (Situation, Complication, Question, Answer) to guide your readers through your logic.
• Managing technical quality: Establish and enforce standards for code quality, testing, performance, security, and reliability. Use tools like code reviews, linters, automated tests, and monitoring to ensure quality. Educate and mentor other engineers on best practices and trade-offs.
• Stay aligned with authority: Understand the expectations and constraints of your role and your organization. Seek feedback and sponsorship from your manager and other leaders. Respect the decision-making process and avoid undermining or circumventing it.
• To lead, you have to follow: Support your team’s vision and goals, and collaborate with other engineers and stakeholders1. Be open to feedback and criticism, and admit your mistakes. Delegate and empower others to take ownership and responsibility.
• Learn to never be wrong: Use data and evidence to back up your claims and arguments. Be humble and curious, and seek to learn from others. Avoid jumping to conclusions or making assumptions. Test your ideas and hypotheses before implementing them.
• Create space for others: Share your knowledge and expertise with others, and help them grow and succeed. Sponsor and advocate for other engineers, especially those from underrepresented groups. Recognize and celebrate the achievements and contributions of others.

  Getting the title where you are

• Use a promotion packet as a guide. A promotion packet is a document that summarizes your achievements, impact, and readiness for the next level. Writing one can help you identify your strengths, gaps, and goals, as well as communicate them to your manager and sponsors. You can start working on your packet long before you are ready for promotion, and use it as a map to navigate your career progression.
• Find and activate your sponsors. Sponsors are senior leaders who can advocate for your promotion and influence the decision-makers. You need to find sponsors who are familiar with your work, value your contributions, and have the credibility and power to support you. You also need to activate your sponsors by keeping them updated on your progress, asking for feedback, and soliciting their advice.
• Work on high-leverage projects. High-leverage projects are those that have a clear and significant impact on the business, the organization, or the industry. They also align with your strengths, interests, and career goals. Working on high-leverage projects can help you demonstrate your skills, showcase your leadership, and increase your visibility and reputation.
• Be visible and vocal. Visibility and vocalness are not about bragging or self-promotion, but about sharing your work, insights, and opinions with the relevant stakeholders and audiences. You can increase your visibility and vocalness by writing blog posts, giving presentations, participating in discussions, providing feedback, and mentoring others. This can help you build your network, establish your credibility, and raise your profile.
• Consider switching roles or companies. Sometimes, the best way to get the title you want is to switch roles or companies. This can be the case if you face structural barriers, such as a lack of opportunities, support, or recognition, in your current role or company. Switching roles or companies can give you a fresh start, a new perspective, and a different set of challenges and expectations. However, you should also weigh the risks and trade-offs of leaving behind your existing network, reputation, and comfort zone

  Deciding to switch companies

• Know your reasons for switching: Are you looking for more impact, more learning, more recognition, more compensation, or something else? Be honest with yourself and prioritize your needs and wants.
• Research the company and role: Find out as much as you can about the company’s culture, values, vision, strategy, engineering practices, and expectations for the role. Use sources like Glassdoor, LinkedIn, Twitter, blogs, podcasts, and your network to get a balanced perspective.
• Prepare for the interview process: Review your resume, portfolio, and online presence. Brush up on your technical skills, problem-solving, and communication. Practice with mock interviews, coding challenges, and behavioral questions. Be ready to showcase your strengths and address your weaknesses.
• Negotiate your offer: Don’t accept the first offer without trying to negotiate for a better one. Consider the total compensation package, not just the salary. Use data from sites like Levels.fyi, Paysa, or Salary.com to benchmark your market value. Ask for more than you expect to get, but be respectful and realistic.

  Stories

• Stories - This chapter features the candid and insightful interviews from industry practitioners who have reached and operated in Staff-plus roles. They share their experiences, challenges, and advice for aspiring and existing technical leaders.
• Diversity of paths and perspectives - The stories illustrate the variety of ways that engineers can attain and perform in Staff-plus roles, as well as the different challenges and opportunities they face depending on their background, identity, company, and personal goals.
• Common themes and lessons - Despite the diversity of stories, some common themes and lessons emerge, such as the importance of mentorship, communication, alignment, strategy, impact, and learning. The stories also offer practical tips and resources for developing the skills and mindset needed for technical leadership.
• Inspiration and guidance - The stories aim to inspire and guide engineers who are interested in pursuing or advancing in Staff-plus roles, as well as managers and executives who want to support and empower their technical leaders. The stories also highlight the value and potential of Staff-plus engineers in shaping the future of the technology industry.

  Advices

• Seek out mentors who can guide you, inspire you, and challenge you in your career journey. Learn from their experiences and perspectives, and don’t be afraid to ask for help or feedback.
• Be open to different paths and opportunities that may lead you to a Staff-plus role. Sometimes you may need to switch companies, teams, or domains to find the right fit and recognition for your skills and impact.
• Find your niche and passion within the technical leadership track. Whether it’s solving complex problems, designing scalable systems, mentoring others, or influencing strategy, focus on what energizes you and aligns with your goals.
• Communicate effectively and proactively with your peers, managers, and stakeholders. Share your vision, ideas, and challenges, and seek alignment and buy-in from others. Use various channels and formats to reach your audience and tailor your message accordingly.
• Invest in quality and leverage points that can have a lasting and positive impact on your company’s technology and culture. Identify and advocate for best practices, standards, and improvements that can benefit the whole organization.

  Ending words

• Seek feedback and mentorship from other Staff-plus engineers. The chapter emphasizes the importance of learning from the examples of others who have reached or operated in Staff-plus roles. You can benefit from their experiences, insights, and perspectives, as well as their support and sponsorship. Find ways to connect with other Staff-plus engineers, either within your company or outside of it, and ask for feedback and mentorship on your work and career goals.
• Be intentional about your impact and growth. The chapter suggests that you need to take more deliberate control of your progression and work on what matters to you and your organization1. You should not rely on the promotion and performance system to guide your career, but rather set your own vision and strategy for your technical leadership. You should also seek opportunities to expand your skills, network, and influence, and measure your impact by the outcomes you deliver and the value you create.

  Resources

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