![]() ![]() Conversely the Staff engineer’s flywheel of feedback is a lot less immediate. Your engineering manager is engaging the team. Your product manager appreciate your work. Working in a high-performing product engineering team is a flywheel of positive feedback. Help them rewire their definition of success.If you aren’t lending your sponsorship to their initiatives, then you’ll train the initiative out of them. If you aren’t giving them weekly feedback, you’re delaying their growth. If you’re giving daily direction to your Staff engineers, you’re utilizing them in the wrong roles. Sponsor and support more than you direct.These roles vary enough across companies that some aspects of managing your Staff-plus engineers will depend on the Staff archetypes your company emphasizes and where your Staff-plus engineers should fit into the engineering organization, but there are some approaches that will be helpful for you across most configurations. For that sort of thing, read Lara Hogan’s Resilient Management or Camille Fournier’s The Manager’s Path, what I wanted to get into here is how managing something at the Staff-plus level differs from managing, say, a Senior engineer. Of course, not all aspects of managing Staff-plus folks are unique to the level: there are fundamentals that apply to managing anyone in any role, like doing effective 1 on 1s or giving feedback. It doesn’t quite fit the theme–that effort is focused on the Staff Engineer themselves rather the company or the manager–but it’s an interesting topic and a worthy appendix. While getting feedback on StaffEng, one request was for more content on managing Staff-plus engineers. ![]()
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