Staff Engineer Career Development Videos, Forum, and Q&A

I recently started a side project that could have an org level impact soon within this year. The feedback for the prototype is pretty good and I got a green-light to put more bandwidth in it.

I used to think once I get the good work done, promotion should come naturally. But both my manager and skip manager are telling me to leave proper documentation and communication as evidence for promotion - docs like PRD, roadmap planning, status update etc.

I usually do communications pretty well, so their feedback make me wonder if I missing something for a staff level promotion.

• What kind of evidence is being valued in a staff promo packet? Any differences between senior and staff promo packet?
• What do I need to highlight and keep track of if I'm creating scope outside of daily work?
• What kind of data I should keep track of to quantify the impact? How do you usually learn about finding the matrix to track?

Thanks!

As you climb up the career ladder (senior -> staff), this soft skill becomes more and more important. What are some ways I can keep honing it? Are there any professional courses I can consider?

I would learn to be effective and efficient at it, specially in scenarios such as public speaking, team meetings, project status, emails etc.

Also, English is not my first language.

So, in the past, whenever a job switch happened, it was comparatively easier to align all the interviews and get the offer timing synced up to some extent. But with team matches now, with the big companies, how do you manage the timeline for offers, and also, how long should one wait on any of the offers, given there is no assurance of a team match?

I am wondering if there is a strategy that can be applied in this scenario. Also, if one accepts an offer at company A, and there is a team match with company B, at what time is it okay to let go of company A (accepted offer, joined the company but less than a month, joined a company less than a year). This is assuming that the candidate is joining in a senior role and both companies A & B are big Tech firms.

I would like to get some ideas for team match interviews with EMs. Most times, the team match interviews are the last ones after the entire loop with the company has finished. These interviews are very unstructured and very EM specific. Since there is no structure and most times, the team details are not known upfront (except team names), I was wondering how I navigate these and make sure I can show my full potential and upsell for this interview.

I've been a Data Engineer for most of my career and my observation is that scope as a Data Engineer can plateau and therefore I see a lot more L4/5 DE's than L6+. I think it is because you don't impact the bottom line directly and regularly.

At FAANG's I've worked at so far, finding new scope can be difficult even when you are working with stakeholders: it is "easier" to scope/build a product (i.e. SWE work) and show metrics of success to add value vs building a data pipeline which may be limited to them having a reporting need for example which often isn't the case especially in a more established firm.

I moved into a partner facing DE role to help more with scope/stakeholder exposure. The highest impact project I worked on so far is influencing an internal team to change the way we measure a particular metric. This involved mostly stakeholder management and nothing more complex than SQL queries from a technical standpoint. While it was fulfilling, this is also something I 'stumbled' upon and is rare due to challenges like partner scope/vision is limited/slow (their leadership can change and therefore you projects/ideas can), technical challenges of automating things because of larger concerns (e.g. privacy, lack of infra on their side which you have no control over) and so on (you generally have even less control than an internal DE).

In my current role, I am generally able to derive projects, but (in my opinion) they are limited in scope/value: i.e. build a pipeline, deliver an analysis. Therefore, even though the projects 'ticks the boxes' for an L5, it is not really driving a 'transformation' as an L6+ would. I also directly asked my manager what are some of the hardest problems we have, and have been told we have a lot, yet, I'm not hearing or seeing them.

Given the situation, would you:

1. Move to a SWE role internally at FAANG for a more established path 'up' (not sure this resolves the scope problem especially at FAANG as I think SWE-DE's can almost be even harder to get to L6+ on because they generally lack stakeholder visibility and focus on more top down work?).
2. Seek roles outside of FAANG where the scope of the work is already scoped to L6+ e.g. Airbnb so the 'heavy lifting' has been done in terms of scope.
3. Refine your scoping strategy within you own team, and if so, how?

Note: my motivation is to thrive at work, this isn't for a promo, just incase the post comes across as promo-focused. :)

What if manager is asking more things that you could accomplish?

What if most of the people accomplish only P1 priorities and do not have time for anything else in the org?

What if there are kids that need more attention and work life balance is not great, how to set strict boundaries and if you are not caring as much about level and total compensation?

1. Team Charter: Overview of our mission and values?
2. Milestones: Key goals for 2 weeks, 2 months, 6 months - clear success indicators?
3. Key Contacts: Priority teams and individuals for relationship-building; schedule meetings? Essential tech leads and engineers contacts for insights across the org?
4. Priorities: Weekly/quarterly priorities and alignment with company goals?
5. Challenges: Major team challenges and my role in addressing them?
6. Time Allocation: Expected distribution of my time across tasks?
7. Learning Resources: Key documents or experiments to review?
8. Project Ideas: Prospective projects and their scope (T-shirt sizing)?
9. Performance Criteria: Access to the performance and progression rubric?
10. Meeting Cadence: Preferred frequency for one-on-one meetings with manager, skip and peers?
11. Feedback Schedule: Ideal timing for feedback sessions for peers, manager, and skip?
12. Communication Preference: Written or verbal communication preference? Anything else?
13. Asking for Help: Procedure and contact for assistance; onboarding buddy?
14. Proactivity & Dynamics: Steps to proactivity and understanding organizational dynamics?
15. Current Focus: Main current team issue or project?
16. Recent & Future Work: Recent achievements and future plans (month, quarter, year)?
17. Innovation Opportunities: Any tool/process gaps I can fill with a new solution?
18. Team Charter Feedback: My understanding of our mission and KPIs; do you agree?
19. People to Meet: List of essential PM's and people to influence across org teams.
20. Project Ideas: Observations and potential impact with rough T-shirt sizing.

Anything else, also please reply if you were my manager if you can Alex + Rahul?

Here are some ideas of improvements, but I could be wrong for Meta culture?

Self-Reflection and Continuous Learning: Constantly assess your own performance, seek feedback, and commit to ongoing learning and development.

Passion and Dedication: Cultivate a deep passion for your work or goals. Greatness often stems from a strong emotional investment and dedication to excellence.

Taking Risks: Be willing to take calculated risks. Moving from good to great involves stepping out of comfort zones and embracing uncertainty.

Vision and Purpose: Develop a clear vision and purpose. Great achievements are often driven by a compelling goal or mission.

Building Relationships: Foster strong relationships and networks. Collaborative efforts and support from others can fuel the journey from good to great.

Resilience: Prepare to face setbacks and failures. Greatness requires perseverance and resilience in the face of challenges.

• How to get involved in strategic initiatives that align with the company's long-term goals? This could involve working on new product developments, exploring new technologies, or improving internal engineering processes.
• Where to find those projects and with sponsors?
• Building effective alliances takes time and consistent effort. How to be patient and continue to foster relationships even when immediate benefits are not apparent?

Offering advice or solutions without being asked, especially when you may not be fully informed about the situation, can come off as know-it-all behavior. Offer help or advice when it’s requested or when you're sure it's needed.

How to avoid working closely with others on projects that does not allow you to demonstrate your skills in a team context, emphasizing collaboration over competition?

What are the common mistakes to overstep and to look like you are showing off?

How to highlight more of collaborative success that often speaks louder than individual achievement?

Ultimately, there is no shortcut to a promotion at this level—it requires significant, consistent contributions that demonstrate your readiness to operate at a higher level of responsibility and impact. And I understand that it might not be easy on those levels, but most of the things described in the official documentation are pretty intense. Is there an easier path to get to the top by doing things smarter and not harder? For instance, there are things that people could do in other companies for bonus points like organizing hike for the team, building Movember type of volunteering event or soccer tournament for the org?

How about the following examples?

Mentorship and Team Development:

Actively mentor junior engineers and contribute to team development. This can include leading internal workshops, contributing to onboarding processes, or providing regular, constructive feedback to peers.

Community and Culture Contribution:

Contribute to the company's engineering culture and community. This can involve contributing to open-source projects, improving internal tools, writing engineering blogs, or participating in company-sponsored volunteer events.

Our office in Bellevue, WA has a beer pub next to it, is it common for people to get team building starting after work with a pizza or a draft IPA in company like Meta?

Finding a mentor requires effort and patience. It’s about building relationships based on trust, respect, and mutual benefit. By actively seeking out mentors and demonstrating your commitment to growth, you can gain invaluable guidance and support as you navigate your career path.

How to find the best people who would like to be mentored and people who are mentors?

What is the prevailing culture within the organization, and how does it manifest in day-to-day operations and decision-making? The prevailing culture within an organization is the shared values, beliefs, norms, and practices that shape the social and psychological environment of a business. This culture influences employee behavior, motivates management styles, and affects decision-making processes. What are those for Meta?

What are the hidden things to notice and to worry about? For example:

1. Cliques and Silos: Pay attention to the formation of exclusive groups or departments unwilling to share information. This can indicate a fragmented culture that hinders collaboration.

2. Resistance to Change: If there is noticeable resistance to new ideas or changes in procedure, the culture may be rigid and resistant to innovation.

3. Overwork and Burnout: A culture that consistently expects long hours and overwork may prioritize short-term gains over long-term employee well-being and sustainability.

4. Turnover Rates: High employee turnover can be a red flag for issues within the organizational culture such as lack of growth opportunities, poor management, or a toxic work environment.

5. Office Politics: Pay attention to how much politics influence decisions and progress. A culture heavily influenced by politics rather than merit can demotivate employees.

6. Feedback Mechanisms: Lack of mechanisms for providing constructive feedback, or a culture where feedback is ignored, can indicate a culture not open to self-improvement or employee development.

7. Diversity and Inclusion: Observe whether the organization actively supports diversity and inclusion, not just in policy but in practice, reflecting a culture of respect and equality.

1. What are the key relationships you need to develop to increase your influence within the organization?

2. How can you demonstrate your expertise and value to others without stepping on toes or appearing overly ambitious?

3. What are the unmet needs or pain points within the organization that you can address to gain credibility and visibility?

4. How can you leverage the principles of reciprocity and mutual benefit to build alliances across different teams or departments?

5. What communication strategies can you employ to effectively share your ideas and persuade others without formal authority?

Fitting into an Established Organization:

1. What is the prevailing culture within the organization, and how does it manifest in day-to-day operations and decision-making?

2. Who are the key stakeholders and decision-makers, and what are their expectations for new members of the organization?

3. What informal networks or communication channels exist, and how can you effectively navigate them to build relationships?

4. How can you demonstrate respect for existing norms and traditions while also introducing fresh perspectives and ideas?

5. What initiatives or projects can you undertake that align with the organization's goals and also allow you to showcase your skills and contributions?

6. How can you seek out mentors or advocates within the organization who can provide guidance and support as you integrate into the company?

I work on a new product within a larger company. Our new product has grown to 600k ARR organically (without marketing and only a little sales) and now we’re being asked to get to 3 million ARR this year. We’re hoping to get more support from marketing and sales but I’m wondering what more on the product side can we do?

1. As an engineer, how can I break this “revenue” goal down to help figure out the team’s strategy and what we should be building?
2. Are there sub metrics I should be setting sub goals for?
3. How do I estimate how much ARR a feature will get us? (Or is that just a waste of time because they’re just educated guesses?)
4. How do I know if features on our user feedback boards will help get us new customers (and therefore more ARR) vs just making existing customers happier? Our churn has been very low so as nice as it’d be to just build what our existing users want, I want to prioritize new customers to avoid the project being shut down prematurely.

Appreciate any advice on this! This is a big unknown unknown for me so even just giving me some topics/words to research will be very helpful

I have Staff interviews lined up with FAANG companies and would like to learn from the best resources out there. What has helped you the most in your journey/experience?

One of the questions I have is product manager same as the project manager (TPM)? It means a bit hazy between companies and has always puzzled me when looking at a job opening.

Another question was around what are the natural progressions for each of these titles in the career?

How can I map out what to do in the first 90 days in a new role (staff and senior staff) and a new job (given factors like new codebase, new processes, people, and work ethics), especially when the domain and coding language are also new?

Does working in different area - infra, developer experience, product, backend, frontend over the career period hurt in terms of becoming/staying a staff engineer or manager?

What would be the next roles/avenues to look for, after being staff engineer for a couple of years?

Does moving to a managerial role become easy after being a staff for a while, in terms of lateral/vertical hire and also managing the role once hired?

I'm an E5 iOS engineer reporting to an M2 at a Big Tech company. I am the mobile lead for a complex mobile-heavy project spanning 2 other teams. This is a high visibility project that's on the VP Eng's & VP Product's radar. This project had 4 E6s:

• E6 iOS engineer on partner team #1 delivered an onboarding guide with 70+ compilation errors and took a month to fix all the bugs blocking our integration. He did not test his code at all before delivering it to us.
• E6 iOS engineer on partner team #2 delivered a component that did not tokenize SSNs properly, resulting in raw SSNs -- this would have caused an s0 incident, but my team fortunately caught it before it went to production. He also did not test his code at all before delivering it to us. My team's E6 BE engineer spent a month fixing it for that team, resulting in delays to our project's BE.
• My team's E6 BE engineer had a falling out with my M2, so he switched teams, leaving us in a bind since our only other BE engineer (E5) on this project had resigned at the end of last year.
• We got a replacement E6 BE engineer, but he is very slow, requires a lot of handholding, and most of his PRs have serious bugs -- I feel he's performing like an E4. A junior iOS engineer joined our team at the same time as he did but delivered more complex features in the same amount of time.

I switched to BE to de-risk the project after I took care of all the iOS fires. I've already fixed more BE bugs than the replacement E6 BE engineer.

Of the 4 E6s, I feel the one who switched teams was the strongest, but my M2 said that E6 did not exhibit ideal E6 behavior because we're over a month late due to BE delays and we keep discovering more and more BE bugs. The E6 also changed the design 3x when fixing the SSN issue. The M2 told me not to use that E6 as a role model, but the other E6s are even worse!