Google is an American multinational technology company that focuses on search engine technology, online advertising, cloud computing, and much more. It is considered one of the Big Five technology companies.
Constantly struggling with recognizing my contribution and promoting my work, as an introvert it almost is like my mind rejects self-appreciation and promotion. What are some small first steps I can take to get comfortable with self-promotion?
A colleague of mine suggested talking with my manager about comp. planning at the end of the next performance cycle saying something like:
"Hey now that perf has wrapped up, I know you’ll be going into comp planning. Should there be any funding that could be applied in my situation, here are my for which bucket it goes into (base salary, GSUs, bonus). "
They also said that they always have this discussion with whoever is their manager each year.
What do you think about this tip? Do you have any other suggestions?
Something I want to get more efficient at is promotion trajectory, and team selection is a big part of that. If I were to switch teams, how can I find one that's important for the business and has a good amount of L5 scope? My goal is to move up to L5 soon and have scope to start making progress to L6 as well afterwards.
I see engineers like Alex and Rahul, and they have had many accomplishments with pretty fast trajectories leveling up. I'm wondering if there's a primary common theme among software engineers like that - What are they doing that others aren't?
At a huge company at Google, there's resources on everything imaginable, including other trades like product management and sales (which I'm interested in). Does it make sense at this stage in my career to spend a lot of time looking into those and learning?
I'm really new as a Google FTE (still doing some logistical onboarding like getting my laptop fully set up), but I want to hit the ground running and start growing at Google as fast as possible. However, I don't know what I don't know - There's a lot to take in, and I'm unsure where is best to focus and allocate my time.
I've hit a lot of issues pretty deep into the project's execution that hold it up. It can come as late as running the A/B test where we find a big problem that delays everything and takes weeks to solve. This messes up the initial estimates I set up.
Part of this is because I transitioned between teams recently: On my previous team, it was easier to set up components and test them early, but in this current team, it's hard to get real signal until everything is set-up and we run a full end-to-end test.
Lastly, if I hit an issue like this, how can I minimize its effect on my performance and restructure the timeline in an acceptable way?
How do I get better at technical design review and presentations? I go into these tech review meetings and get a ton of questions from senior engineers that aren’t directly related to the project and the raw volume of questions derails the whole thing. It always feels like something is missing. What should the preparation phase of a project look like?
Adding on to this, I do go into these meetings with a technical design document. Ideally people will comment on that well before the meeting, so we can get more of the discussion done async. However, people often don’t have time so they don't do this, making the tech review meeting the first time they see the tech planning materials, hence all the questions.
When I build something, I get the task done and then move on. However, I feel the best engineers are able to create deeper value. If someone has a question about that topic in the future, they make the info easier to find. So everyone benefits from this resource first, before pinging the engineer.
I’d like to convert my internal system of progress into a checklist and then share it with my manager. For example, I’m learning about logging. A question to measure my own progress is to check if I know what information should be logged? What about security considerations? If someone asks me about logging in 2 months, can I unblock them?
Security teams are typically infrastructure teams rather than product teams. Security teams make changes to existing products to make them more secure, which are usually trivial changes, not intellectually stimulating.
The interesting part is the planning happening before. For the first few months at Google, I did routine security fixes, which was boring but impactful. Then I found a project that allowed me to develop a more complex system for about 2 months, but that project has shipped to production and has concluded.
I am working actively with my manager to find projects that would allow me to write more complex software that will also help me grow technically. So the question is: how do I find these projects?
What I am doing now: stay up-to-date on new threats and what other security teams are doing at Google to see if I can draw some inspiration from them.
My sub-team was 3 people (an L5 tech lead, an L4 engineer, and me), but now it’s just me since the others left. My manager is hiring other people in the coming months.
How can I best onboard the new people and set myself up to lead the team?
I'm going to be joining Google soon, and my current approach is just to come in and stabilize as a solid L4. Over time, I’ll assess my situation and see how I should pursue leveling up. I would like to grow (i.e. eventually make it to L5), but I’m not in a huge rush - I don’t think I want to set a very concrete goal like “I want to get promoted from L4 to L5 in 1.5 years”. Thoughts?
I’ve only worked at startups and non-tech companies, but I’m joining Google next month. How can I make sure that I meet all expectations as an L4? When it comes to talking to my manager, how should I frame the conversation?
My whole team is engaged in a design exercise for the system we will build in subsequent quarters. Since I joined 2 months ago, I don’t feel I’m able to meaningfully contribute. I also feel weak with system design questions during interviews. How can I improve here?
For the past 3 months, the primary activity on my team has been to debate and discuss the architecture design of the large system our team will be developing in Q3. It feels like we’re in gridlock and I don’t see a clear path to a decision. How can we move forward productively?
I just joined a new team within a Google Infra team and have been attending many team meetings and architecture planning discussions. I’m very quiet in these meetings and don’t feel comfortable saying anything - I’m afraid I’ll say something stupid, or I’ll be exposed as someone who shouldn’t be a senior engineer.
I just got promoted to senior engineer level (E5) at Google and I just switched into an infra team 2 months ago. In order to succeed as a senior engineer, I know I need to mentor and influence other engineers, specifically helping newer and more junior folks on the team.
How can I do that quickly, acknowledging that I’m not their direct manager?