286: A Guide to Becoming a Successful Staff Engineer

Being a staff engineer is not just a job title

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Unrelated: Prioritizing Human-Centric Management and Cross-Functional Collaboration

To be an effective engineering manager, you need to prioritize human-centric management. This means understanding and addressing the six core human needs, including the need for belonging and connection. While working remotely can be enjoyable, in-person meetings can strengthen the bond between team members. As a manager, supporting and promoting community within your team is essential. As a software engineering manager, understanding the qualifications and roles of junior, senior, and principal engineers in your organization is crucial. Although titles may hold little weight, defining these roles is vital for supporting your team. However, this may pose a challenge if you come from a non-engineering background.

As individuals, we yearn for stability and predictability in our daily lives. We seek assurance that we have the necessary resources, such as money, time, and information, to excel in our careers and achieve our objectives. Consistency in our goals, strategies, and paths is equally crucial. Moreover, seeking growth and improvement in areas that matter to you and your team is vital. Having control and autonomy over essential areas can drive your career growth. However, if administrative issues limit your control over your domain, it may be time to reassess your role. Ultimately, prioritizing the needs of your team and seeking growth opportunities can help you become a successful engineering manager.

Additionally, we all crave a sense of significance, appreciation, and acknowledgment for our efforts, especially from those whose opinions we value. Not meeting these fundamental needs can cause stress and negatively impact productivity and well-being. This is why organizations must prioritize these needs to avoid costly consequences. To inspire and engage our team members, we should create positive outcomes and make impartial decisions. Managers should also request feedback to adapt their leadership style and actions, while engineers should receive input to enhance predictability. We can establish a more productive and rewarding work environment by working collaboratively and prioritizing these basic needs.

Experienced middle managers can use their knowledge to guide and enhance their teams' performance, all while utilizing soft skills to act as mentors and maintain team unity. However, it's important to note that a change in power dynamics may occur, as these managers will no longer have the authority to promote or terminate employees. This shift emphasizes that leadership must be earned rather than solely granted through a title.

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