Taro Logo
Profile picture

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

How A Staff Engineer Can Grow Their Career

Staff engineers are extremely vital to any engineering team, viewing the landscape from the overall team charter level instead of individual projects.

How can I work better with toxic staff engineers and bring this to my manager's attention?

Anonymous User at Taro Community profile pic
Anonymous User at Taro Community


I am 8 months in, and there are only two staff engineers on the team.They are pretty demeaning (I find it almost racial, and sexist) and always try and create a bad perspective of me to management. My manager had no clue what I was working on, and she asked me if I consider myself a senior engineer? (I have been a senior for half my career) Only after I was removed from that toxic person's project, I grew and management trusts me now.

I am not a newbie, I have 11 years of work ex and previously worked at a FAANG, where I got exceptional reviews. I am now in a tier 2 company now, and literally anything I suggest to them is po-pooed.

Something as simple as a suggestion to maintain a on-call log as we are ramping up on releasing a new feature, was vetoed against by these two. Our on-call is dumpster fire, with no one knows what is going on expect these two.

Since these two know the technology well, they can get away with any behavior as managers is under pressure and just want this damn feature to launch. Our team is filled with junior engineers and contractors barring a few Senior engineers and these two.

Every task while planning for JIRA starts with "oh this is verrrryyy easy". But it turns out they don't know sh*t and their estimates and providing context is setting me up for failure. I quickly got hang of it, and figured out how to reach my target in-spite of their mis-doings.

They are rude, degrading (only towards me, I find) and are each other's allies. How do I bring it up to a manager without complaining or sounding emotional (I am a women, so its easy to say, I am overreacting by these two, I DO NOT trust them).

I don't want to run away, but stay strong and prove to them and management my caliber. But this also makes it harder to grow on this team.

Show more

What makes a staff engineer from a technical perspective?

Anonymous User at Taro Community profile pic
Anonymous User at Taro Community

I have about 5 YOE and trying to grow from Senior -> Staff engineer but noticing that the path is taking longer than I'd hope.

This is the case whether I try to speak to other companies and ask about interviewing at that level or try to grow within my own company.

Within my own company: Requirements unclear, seems to be more time based (just keep on shipping). Since we're on the smaller side, we don't have a clearly defined structure like FAANG.

Externally: Due to the YOE, usually discussion of Staff isn't even an option even though I think I'm doing Staff level work. In fact, they usually decline the idea before even having a chance to explain what I'm working on.

The projects I'm working on span the entire org (startup), I have multiple mentees, and org-wide impact. I will be honest and say that I don't think the projects I work on are necessarily insanely technically complex (not going out to millions of users, dealing with hyper concurrency issues, or needing to deal with large scalability issues), but they do have a large amount of scope and senior+ level management required to run them.

I think from the project management perspective, I have things nailed down pretty well.

So I wonder if I'm either missing...

  • YOE - Just some sort of arbitrary minimum that is being placed across the board for certain levels to be achieved
  • Technical expertise - I definitely admit that I'm not necessarily INSANELY technical. For example, I can admit gaps like: I don't know how to design a concurrent document editing system like Google docs, or I wouldn't be able to write a live streaming service without reading up on the proper documentation and understanding better how those systems work. Are things like this a requirement to be a staff engineer? To just be more aware or know right away how various systems like this are designed, without needing to do research beforehand?

I'm essentially trying to understand what my gaps might be, and the technical aspect is one I'm unsure about how relevant it is.

Would appreciate any thoughts, especially from Staff+ engineers, maybe sharing what they feel makes them a Staff vs a Senior and how much technical skills play a role vs other elements.

Show more

Seeking Advice: Advancement from L5 to Staff Role and Leveraging Knowledge for Impact

Senior Software Engineer at Intuit profile pic
Senior Software Engineer at Intuit

Hello Taro community,

I hope you're all doing well. I have a question and would greatly appreciate your insights and guidance.

Background: I joined the company last year (ex-FAANG) as an L5 level and have been actively involved in developing internal tooling for a new product. Recently, while exploring our growth and levels documents, I came across our internal rubrics that outline the expectations at each level.

Situation: After identifying a gap between my current level and the staff level, I expressed my interest to my manager. As a result, I am now leading a team of five individuals in the endeavor of implementing automation tooling from scratch. This effort encompasses setting up everything related to automation.

Additional Information:

While my background is primarily in development, I possess knowledge and experience in quality as well. Given the broad impact automation can have across the company, I am eager to leverage my expertise and make a significant contribution.

However, I am uncertain if my focus on quality within a developer role might put me at a disadvantage when aiming for a staff position as a developer.

I am seeking guidance on how to navigate the path towards a staff role, either by leading projects to completion (quality) within my team (& across) or by continuing to work on internal tooling rather than customer-facing products.

Or should I pivot to product development tasks - How do I navigate this conversation with my manager about this dilemma?

Lastly, how can I show metrics and impact?

Show more
1 Like

How to fortify questions when asking a hot-tempered E6 for more context?

Anonymous User at Taro Community profile pic
Anonymous User at Taro Community

I’m an E5 at a Big Tech company. My team’s E6 does not communicate or delegate effectively. He dives straight into the weeds without providing proper context, then gets frustrated and explodes when people ask questions or do the "wrong thing" because they are lost. I’ve seen him do this to multiple team members, including my EM and another E5 teammate. He always assumes that everyone has the same context that he has and is unable to tailor his communication to the appropriate audience. How can I best work effectively with someone like this? He would delegate tasks to me without providing acceptance criteria or proper context, then explode when I ask questions or do something other than exactly what he had in his mind (but never communicated properly). Is there a way to fortify my questions so he’s less likely to explode on me? My EM thinks that this E6 has a “my way or the highway” approach because he’s not used to people challenging his ideas. The E6’s feedback for me is to drive discussions more. However, I find it challenging because he leaves out critical information, then explodes and shares it only when we pull teeth about it in team discussions. I tried sharing pre-read meeting docs beforehand, but he still waits until the meeting to explode / share his feedback. Unfortunately he's a domain expert in this area, so there's no one else I can extract the context from.

Show more