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

Can you please share strategies in place for career growth ( L5 -> L6)

along side interview prep ( L5 / L6 ) for a FAANG+.

Goal: L6 at FAANG+, either direct or L5 -> L6.

Reason: More TC

Timeline: Not urgent, just waiting for the right opportunity.

How do they differentiate between senior and Staff in the interview process. What areas of STAR I should focus on while answering these questions and how to prepare for this round?

I see some companies have the first round where they decide on this

Any pointers on existing recording would help too.

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.

I currently have about 5 years of experience.

I plan to stay in my current role for about 2 more years before I think about a change.

The way I see it there are 2 components:

1. Interviewing Skills
2. Real Skills (I'm most curious about these - what does this look like?)

Additional Context / Questions

At what point in my role should I begin looking to focus on interviewing skills? I was thinking the 18 month mark.

I have never been at a company much longer than 2 years. Should I prioritize staying for longer before the move? The next level is Staff here, but there's no guarantee of promotion.

I don't have a 100% clear vision I want in terms of the technical domain I'd like to build focus in. My current role is giving me good experience in developing technical leadership/stewardship but the domain is not of huge interest. Would it make more sense to target E5 and join the technical domain/team of my choice and then shift into a Staff position? e.g I have always been interested in VR, but never worked in a VR role.

So what are the things I should be focusing on in order to be effective in an E6 role in the future? Accounting for culture, PSC, etc.

What real skills should I prioritize building?

From what I have heard so far, Staff is: The person needs to be technically very sound, guide the folks, find projects, carve solutions, and lead without authority.

Engineering managers on other hand: Would work these folks to approve/disapprove these projects, get resources, manage the people (promotions, growth of team - product as well as people).

From this I derive that managerial role is subset of staff + people management. But I am sure I am missing something, what am I missing? Why do people choose to be staff over manager, expect for passion to stay IC (not manage people)? Also, is there a pay difference?

Recently had an interview with big tech where I proposed a solution that was pretty much textbook from the Alex Xu books. I have had similar experiences with educative. They are all undeniably detailed and great but I feel there are some edge cases that are hard to figure out unless you have worked in those systems.

Educative and Alex Xu books are not perfect representations of system design either. There are some small gotchas that a big tech experienced interviewer would catch. This also happened with cochroach db interview where this very senior engineer figured out the material I was using and asked a targeted question that he knew was a flaw in design but not discussed in educative course

So I guess the question is how do I do better?

I have studied DDIA, alex xu books, Educative.

This is question for staff interviews for senior engineers

So, in the past, whenever a job switch happened, it was comparatively easier to align all the interviews and get the offer timing synced up to some extent. But with team matches now, especially with the big companies, how do you manage the timeline for offers, and also, how long should one wait on any of the offers, given there is no assurance of a team match?

I am wondering if there is a strategy that can be applied in this scenario. Let's say one accepts an offer at company A, and there is a lengthy team match process with company B. At what time is it okay to let go of company A? To make things clear, this means you have already started at company A and less than a month to a year into working there, you leave it for company B.

This is assuming that the candidate is joining in a senior role and both companies A & B are big Tech firms.

I was assigned a P1 bug, and when I started to dig deeper into it, I found out that actual code was written by some other team and we have just used that code/object to build a small feature. I got a bit lucky that someone in my team told that the team ‘A’ owns that code/object. I was given a POC, but it turns out that they have left that team. I would like to have a POC to close out this bug.

For additional context: It is still not clear if it's the feature or the bug that's broken, that’s why we need to get clarification from the other team. Here's a high-level example to make things more clear: There is an object named "Product" which is a generic one, team ‘A’ built another object called "Product Category", and we added a field to that object. Now unless I ask some senior folks in my team it is really hard to understand who owns "Product Category".

Given all these unknowns, how can I navigate this situation and make sure this bug is resolved properly?

A meta recruiter reached out to me and I asked for study materials and he sent back materials for IC6. What level is this and is there anything special I should study for this role besides DSA?

hi all,

I am a tech lead for my team of 5 engineers. I am also a senior eng intending to climb up to staff level.

My manager is not very vocal or supportive and seems reluctant in terms of helping out a plan for myself. I have been working hard though. How can I work with my manager to create a promotion plan for myself and get buy-in from them?

I am not sure if I should move up the eng ladder or transition to management, but are there any guidelines for creating a written promotion plan and manage up so to speak?

Hi folks, I need your help to understand if any action can be taken from my side here.

I gave Stripe interviews recently for SSE (Bangalore) and here is the feedback I received.

Round1 (LLD) - Strong yes

Round2 (Bug Squash) - No

Round3 (Integration Round) - yes

Round4 (Systems Design) - Strong yes

Round5 (Manager Round) - yes

I am aligned with this feedback except Round 2 (Bug Squash). I thought I had a strong yes in that. I was very easily able to navigate the code, find out the bug, fix it, and explain it. We were left with 15 more minutes so she gave me another bug to solve. I reached halfway on that, was able to partially figure out the bug. Didn't solve it but I think the expectation is to solve just one bug.

I have communicated the above with HR with a positive outlook.

Also, I felt that the interviewer wasn't very present and interested from the beginning so I think that the interviewer hasn't given much thought to this.

Current status: They have sent the case to the hiring committee for SSE but the HR mentioned that I might get downleveled. But I have been pretty vocal that I want to be considered for SSE only. Another factor she mentioned is I have a borderline work ex of 5.5/6 years so that might also contribute to this.

I asked the HR if I could reinterview for this round but she mentioned that's not possible and is not part of company policy.

Anything that I can do here?

I was an SDE-3 at Amazon until last year. Lack of exciting work and fear of layoff made me switch to a late stage startup as a Sr Software Engineer.

Now I am part of a very small team (3 engineers including me) and have been working on small scale projects which won't look great on my resume. I feel like I am stuck at my level and not sure how to move ahead. If I want to level up at my current company, I might have to spend a few years. My manager just got into her role and doesn't know what growth would be like for me. When I look at staff engineers in my company, I feel I am not at their level. I have thought about making a move again but I am immediately discouraged by the thought of wasting days and months in interview preparation after doing it just last year. Feeling really lost and looking for suggestions.

Sorry if the question is too open ended or vague

I would like to get some ideas for team match interviews with EMs. Most times, the team match interviews are the last ones after the entire loop with the company has finished. These interviews are very unstructured and very EM specific. Since there is no structure and most times, the team details are not known upfront (except team names), I was wondering how I navigate these and make sure I can show my full potential and upsell for this interview.

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 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.

There is some claims out there that organisations are gaining 20-40% in productivity using AI.

I would love to get hear from people of what all tools are being used and what's the impact of each one.