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

tldr; I am a Tech Lead working in of the big tech giants, getting burnt out due to office politics and ignorant managers.

I am one of the few people (~20) who accidentally was made remote, this was the result of one of the irresponsible move from one of the tech giant.

Anyways, I was part of a team for almost more than a year and the company culture was a bit shocking to me as my manager refused to do 1:1, lack of quality work and ignorance because of me being the remote was evident.

Six months before I, including my team, was transferred to another team with a greenfield project (with little or no prior info), we worked really hard but after 3-4months, another reshuffling happened and most of the team was moved to other projects/team. After couple of months the team was finally dismantled, I thought we will go back to our original team but to my surprise, instead of retaining me, they hired two new lead engineers in their location. In between all of this I was surprised to know that my manager (previous) didn't fill my annual review, when I tried to contact him I didn't get any response. I also scheduled a meeting with him but he didn't show up.

Few weeks before, I was moved to another team, which I found was in the mid of big release. The Principal engineer who was responsible for the design and architecture of the system was moved out before I joined so there was no knowledge sharing per se. I tried to contact him but he is too busy to entertain me now. During the first couple of days, my new manager briefed me that I am the owner of this new project and I have to look after each and everything. The project in itself is very huge: It was in design phase since last 1 year, and it depends on 2-3 teams. Everyday I am pulled into random meetings where there is a lot of alignment going on with some crucial decision making as the project is going to be live in new few months. In the daily sprint the manager wants to make sure I have enough work assigned to me as well. In two weeks I am almost burnt out as I have little or no time left after hours of meeting and going through the random documents.

Recently I came to know that there will a week long in-person workshop to get an alignment on the various decisions on the current project and I am not invited, I pinged my manager for the same but there is a long silence.

As of now, I have little or no breathing space to prepare for the interviews and almost on the verge of burnout.

Few important points:

• To my surprise my official manager is still the same manager (first team) and he has still not filled up my performance review.
• I moved countries because of personal issues so leaving the company may not be easy as of now. I have a lot of financial responsibilities, plus the current market and immigration condition has made the condition worse.

I'm hoping to pivot into gen-AI companies later this year. I'm wondering if anyone/know of any who has done it? Not necessarily doing it for the immediate $$$$$, although it is certainly highly motivating too.

Looking to start a private group on this if people are interested in sharing network/resources. The goal is to land in OpenAI, Anthropic, Cohere, Adept, etc within next 6 month to capitalize on the wave ASAP. Focus is on getting foot into the door via whatever means necessarily (Leetcode/System Design/Building LLM projects at work/Networking). The wave is too good to ignore currently.

I was looking in the questions but couldn't find anything about it. There is a ton of info in the internet about bottom-top approach but still can't understand how it works in reallity. Any actual example projects would be great. I read many times that you as Senior/Staff should convince team/teams in an idea/project, and this is one of the ways to get promoted. An example - Staff Engineer created scope for 20+ people and worked on feature X. So my questions there:

• How does it happen?
• Is there any management involved here?

I've always worked for top-bottom companies and even if we have an idea for a feature/improvement, eventually the management decides if we should go for it or not. After all, the management is the one "holding" the budget.

How would you spend you first 30 days to achieve the an impactful start (ideally from a staff perspective):

• What would you prioritize?
• What questions would you ask?
• When given your first tasks, what additional/beyond scope extras would you consider?
• What would you be mindful of NOT to do?
• How would you start prepping to figure out what to become an SME in?

I have 15 years of experience in the tech industry. I joined meta as an E6 engineer in July, following 7 years at Amazon and over 6 years at Microsoft. Afte joining, I quickly initiated and led small projects, progressing to a major project. I utilized my experience to guide and support other engineers, contributing to their professional growth. Our team has another E6 tech lead with deep domain knowledge and currently, he is the face of the team. We maintain a positive and respectful relationship, trusting each other.

However, I observed that our engineering manager (EM) was not effectively providing direction, hindering team productivity. Recognizing this gap, I collaborated with other tech lead to create a project tracking sheet, enabling us to monitor initiatives with timelines and ownership. This significantly improved our team's efficiency and motivation, leading to the successful completion of a major project.

Now, here's the exciting part – my skip reached out and surprised me with an offer for the EM role! While I'm honored, I'm grappling with doubts about whether I have the necessary skills for success. Despite enjoying mentoring others in technical discussions, I'm concerned about potentially losing touch with the hands-on tech work that I love.

On the bright side, my tech lead partner is supportive and believes I should take on the EM role, offering full support. However, I'm contemplating whether I should explore the possibility of a Tech Lead Manager role to strike a balance between leadership and hands-on technical involvement.

I'm at a crossroads and would love to hear your thoughts and advice based on your experiences.  One side me want to try EM path but one side says why take this hassle and stick with what you know better i.e tech. Also, I treat myself as avg communicator. I feel, I am good at empathy, task breakdown and mentoring skills.

In our operational workflows, business users aim to update rules in a SharePoint-stored spreadsheet. This sheet influences diverse data processing workflows. I'm contemplating to do it on a version-controlled repository like Git.

The dilemma is whether granting users editing freedom enhances usability or if control via Git ensures thorough tracking and review of changes.

How do I delineate between business processes open to user modification and those mandating Git control for optimal balance?

I am very much aligned and aware with needing to show impact or been seen as an SME to have visibility to move up to a staff level.

My question is one of logistics. How is this possible when you have more work to do than fits in 40 hours, let alone finding extra time to do these other things? For example if you have at least 30 hours of coding, 5 hours of code reviews or scoping documentation, 5 hours of meetings, an additional 5 hours of random things (CI broken, helping colleagues, ad hoc issues etc), where do you even begin to find time for these extra things? Especially when all of the above is barely considered meeting expectations?

I will also clarify that I don't want “get better at coding” as a valid answer. No matter how good you are, you still need to understand the many systems involved which can take a while and if you constantly have to tackle new areas, there's always discovery.

My question is more around how do you ask or “show” you should have time to work on other things. Whenever I would approach my manager with well thought out proposals, buy in, and even timelines the answer was always later.

Hi All,

I have a situation, can you help me on how you'd navigate it?

I have a potential project idea that has staff level scope.

There's a pain point across our company and this project would help the entire company.

I want to lead this project because it'd be a tremendous opportunity for my growth.

Given that I'm mid-level and lack of experience leading projects, I fear ownership of the project will be given to someone else to lead if I speak on it. This project shouldn’t be done in silo, this project needs to be part of the engineering priority because it will span across multiple teams.

Can you help me navigate how to maintain ownership/lead this project?

Just wondering if FAANG companies hire engineers at Staff level (or higher). What kind of experience do they look for when hiring folks from outside?

I've had 5+ friends leave Meta or quit software engineering altogether after E6. Either the responsibilities and stress were too much or what they were being asked to work on wasn't really aligned with their core interests. Business needs are always changing, so it can be a common occurrence to take a lot of ownership over a project you don't have personal interest in.

It's important to be adaptable, but I think intrinsic motivation can be hard to sustain if the people, project, or priorities are in flux.

For the older crowd, what really typifies career longevity in a software engineering?

Hi! I have been working at pre-Series A AI/ML startup for nearly a year. I was hired at a Principal Engineer level and then was promoted to Director level. Currently, nearly 15 engineers report to me. Despite the growth opportunities, I am not very sure of the overall success of the company. I am more keen to switch jobs and, hopefully, work at L6+ level at a Big Tech company. Any advice on how to go about that?

A kind of out-there question... What is the range of possible problems, solutions, breakthroughs, insights, skills, etc. that come after you've earned your stripes as one of the best human engineers on Earth?

I want to take an honest shot at tech entrepreneurship in a few years. As I'm working on developing behaviors expected at Staff-level, I want to specifically focus on skills which will help me become a good entrepreneur down the road. Feel free to mention skills that map to any other level or where level doesn't even matter, as long as they relate to tech entrepreneurship.

I'm contemplating moving from Canada to the US, hoping to secure a Staff role. My sole reason is money but I do not want to sacrifice work-life balance or mental health for that. A few extra hours of work each week in the initial few months of transition are expected and acceptable.

1. Is it a pipe dream to expect work-life balance at Staff+ roles that pay $0.5mil/year?
2. How stressful are these roles? I understand that ability to handle stress varies by individual, but it speaks volumes if most folks at Staff+ roles feel very stressed.

I'm a Staff Engineer in the satellite telecommunications industry where I am responsible for the strategic success of the software products in my department. My organizational responsibilities and weekly calendar align almost perfectly with the . I'm sure that it will come as a surprise to no one that getting to this point in my career was an intense and conscientious journey. I am self-taught, I fell in love with programming as a child, and I have never attended a University. Things are not even close to perfect, but I am happy with my career so far.

My day-to-day work does not involve much programming, but I spend the vast majority of my time communicating with Tech Leads, Scrum Masters, PMs, TPMs, EMs, etc. to coordinate and accomplish different tasks. The rest of my time is split between communicating and aligning with high-level product stakeholders, such as my boss, and mentoring engineers. When I do code, it is because there is some experiment I want to run, i.e., I might create a prototype of a new product or feature that could massively impact a departmental OKR.

Outside of my day-to-day work, I dedicate as much time as I can to learning and practicing new technical (programming, cloud), professional (LinkedIn Learning), and domain-specific (satellites, AI) skills. I also consume a lot of content here on Taro and I often participate in company and community programs that I believe in (change maker programs, diversity and inclusion programs, etc. as a participant or as a coach).

I would love to have input on this aspect of my career as a Staff Engineer who would like to be a Fellow one day. As I make progress in my career, I find that (obviously) the expectations others have of me, in regard to being at the forefront of technology and really knowing what I am talking about in domain-specific (science-heavy, business-heavy) topics, have grown exponentially. I've already adapted my approach to developing domain-specific skills, for instance, instead of relying solely on MOOCs, I also now have regular sessions with domain experts (business folks with advanced industry-relevant university degrees), something my boss encourages and expects me to continue to do. I have now also considered the prospect of going to university myself, something my employer would sponsor.

So the question is, how can I best invest my personal development time so that as I progress in my career I can continue to meet, or even surpass, exponentially growing expectations?

I'm sure someone will have a great idea of how to approach this challenge. Also, there is a quote I appreciate from Alex Chiou that gives me hope that I can do it.

It wasn't due to natural talent or anything - I'm honestly not that smart.

I had a question on how does one exhibit impact and staff level behavior as a Senior engineer.

The staff engineers on the team code as much as me. Although I am a lead for a team, there is distinction between me and how another lead is being perceived. I am happy for them.

They have been in the company way longer, they advocate, question and are not afraid to speak up.

But code wise, I have way more commits. We are both leads, but I can tell they are on the way to becoming staff, and it is the behavior. I am not able to put a pin on it.

How can we be perceived of being extremely valuable and influential to the team without crunching code.

I see a lot of emphasis on being :linkedin: famous these days. While a lot of it is valuable content, I wonder what's the motivation behind it? What's in it for very senior engineers?

I’m an E5 on a platform team at a Big Tech company. I'm under aggressive timelines to create a proof-of-concept (POC) for a partner team. My skip-level emphasized the importance of this POC as well as its timeliness to me.

Our team's E6 is coding our platform infrastructure and is slipping his dates. The E6 said his infra code should be production ready in 2 weeks, but claimed there should be enough there to unblock my POC. I tried to forge ahead, but my POC is now delayed because I spent so much time trying to work around the deficiencies in our platform infrastructure. I eventually decided to prioritize some other parts of the POC to avoid losing more time while the E6 is taking his time with the infra work. How much of this should I communicate to our partner team's stakeholder? I'm hoping that I'll be able to hunker down to get the project back on track without slipping our dates. Another E5 on our team told me that he doesn't like to air our team's dirty laundry outside our team, so he usually says everything is fine until the last week of the project when he suddenly flags delays. Is this a good strategy? Or should I be honest and upfront with cross-functional partners external to my team?