Picking problems for programming interviews.

April 19, 2020. Filed under python 58staff-plus 6interviewing 2

Someone recently send me a note asking about whether their internal process for interviewing Staff engineers was a good one. They were particularly concerned that they were encountering a number of Staff-plus engineers who were struggling to write code for finding palindromes or reversing an array.

Staff engineer archetypes.

April 9, 2020. Filed under management 106staff-plus 6

Most career ladders define a single, uniform set of expectations for Staff Engineers. These career ladders attempt to identify the commonalities across many folks performing similar roles in their organization, but in the end these ladders are a tool that apply better against populations than people. In the case of Staff-plus engineers, career ladders paper over a number of distinct roles clustered under a single moniker.

Staying aligned with authority.

April 2, 2020. Filed under management 106staff-plus 6

It’s a common misconception that authority makes you powerful. Many folks aspiring towards more senior roles assume they’ll finally get to do things their way. They believe that the title inherently creates flexibility and autonomy. They believe that the friction holding them back will burst into a whirl of butterflies that scatter into the wind. The reality is a bit more nuanced.

Getting in the room.

March 28, 2020. Filed under management 106staff-plus 6

One of the most common frustrations I’ve heard from engineers is that they’re not in the room where important decisions are being made. They don’t understand the company decisions, and have important context that seems to be missing or ignored. Staff-plus engineers frequently cite access to “the room” as a major benefit of their level, and titles do increase the likelihood that you’ll be involved in decisions that impact you.

Learn to never be wrong.

March 21, 2020. Filed under staff-plus 6

Most folks have worked with someone who thinks they’re never wrong. In each discussion, they lean in, broaden their shoulders and breach their way into the role of the decider. They’ll continue debating until their perspective wins the day or time runs out. They are often right, but right in a way that sucks the oxygen out of the room. As their tenure at a company increases, they may fancy that they’ve become very persuasive, but frequently it’s a form of persuasion characterized by the resignation of their peers.