Will Larson

Never surprise your manager. Nothing destroys trust faster.

Promotions are a team activity.

The most important member of the team guiding your promotion is you yourself. The second most important person is your organizational sponsor.

Your job as a Staff-plus Engineer is specific to your team and organization, and it’s important to avoid taking advice that doesn’t apply to your situation.

Sustained success in senior roles depends on your ability to adapt and grow as the needs of the organization change.

I think a key responsibility of Staff-plus is a willingness to own all of the things that contribute to (or block) engineering output, which includes both technical strategy and culture.

By changing our habits and approach, we will change the industry. By improving ourselves, we make the industry better.

Navigating the Staff Engineer Role Requires Clarity and Strategy

The journey to becoming a Staff Engineer and thriving in the role can be daunting without a clear roadmap. Will Larson emphasizes the need for well-defined expectations and responsibilities tailored to different archetypes, such as the Tech Lead, Architect, Solver, and Right Hand. Larson writes, “In most professions, folks become increasingly sure of their role as they become more senior, but it’s been my experience that many engineers lose their sense of direction after reaching their first Staff role.” Understanding these archetypes can help engineers align their career progression with their strengths and the needs of their organization.

Staff Engineers Influence Beyond Coding

Staff Engineers transcend their technical tasks to drive broader organizational success. They shift from focusing mainly on coding to setting technical direction, mentoring others, and providing critical strategic input, as Larson notes, “Staff engineers do those same tasks, but whereas previously they were the core of their work, now they’re auxiliary tasks.” This transition is essential for having a significant and lasting impact on both their teams and the wider organization.

Effective Upward Alignment with Managers is Essential

One of the more nuanced skills for Staff Engineers is aligning upward with their managers. Larson highlights the importance of communicating effectively to avoid unwanted surprises. “Never surprise your manager. Nothing destroys trust faster,” he asserts. The process involves open communication, proactively sharing updates, and understanding the broader organizational context. This strategy ensures not only smoother operations but also fosters a better working relationship with senior management, enhancing the credibility and reliability of the engineer.

The Importance of Organizational Context and Broad Awareness

Having a broad understanding of an organization's landscape is invaluable. Will Larson notes, “I spent a lot of effort as the company grew trying to stay aware of everything that was going on in engineering: the interactions between teams, the scaling pain points. I tried to have an unusually global perspective.” This extensive awareness makes it easier to make informed decisions, connect disparate teams, and propose effective solutions.

Embrace Uncertainty and Adaptability

One of the critical insights shared is the importance of being comfortable with uncertainty, especially in senior roles. Successful staff engineers need to adapt and grow as organizational needs change over time. As the author puts it, “Sustained success in senior roles depends on your ability to adapt and grow as the needs of the organization change.” This idea emphasizes the necessity for engineers to remain flexible and open to evolving challenges, ensuring they can thrive even when precise outcomes are unpredictable.

The Power of Deep Technical Reading

Will Larson emphasizes the significant impact that in-depth technical readings can have on an engineer's career. He shares personal anecdotes about his journey, such as the challenge of understanding the 'Dragon book' on compilers contrasted with the practical approach in Bob Nystrom’s 'Crafting Interpreters.' Larson states, “I love reading blogs and papers that really go in depth in a technical area,” highlighting the value he places on thorough technical exploration to build robust mental models.

Proactive Communication

Establish regular updates and touchpoints with your manager to ensure alignment and prevent surprises. This can be through weekly emails or Slack updates.

Document Before Coding

Implement a practice of creating thorough design documents before beginning any coding. This pre-coding step facilitates clearer communication, uncovers hidden complexities, and aligns team members on project objectives.

Engage in Regular Networking

Schedule one-on-one meetings with colleagues across different teams to stay informed and maintain strong networks, crucial for influence and awareness within the company.

Actively Sponsor Colleagues

In senior roles, take the time to mentor and sponsor junior engineers. Create opportunities for them to work on impactful projects and support them in gaining recognition for their contributions.

In most professions, folks become increasingly sure of their role as they become more senior, but it’s been my experience that many engineers lose their sense of direction after reaching their first Staff role.

Staff engineers do those same tasks, but whereas previously they were the core of their work, now they’re auxiliary tasks.

Given the broad confusion around these roles, I knew I couldn’t write this book relying too heavily on my own experience.

Technology cannot speak for itself and requires effective advocates on its behalf.

Taking the time to understand the status quo before shifting it will always repay diligence with results.

If something dire is happening at your company, then that’s the place to be engaged. Nothing else will matter if it doesn’t get addressed.

A rushed process is a failed process.

After reaching a Staff role, your safety net will cease to exist.

Never surprise your manager. Nothing destroys trust faster.

Promotions are a team activity.

The most important member of the team guiding your promotion is you yourself. The second most important person is your organizational sponsor.

Your job as a Staff-plus Engineer is specific to your team and organization, and it’s important to avoid taking advice that doesn’t apply to your situation.

Sustained success in senior roles depends on your ability to adapt and grow as the needs of the organization change.

I think a key responsibility of Staff-plus is a willingness to own all of the things that contribute to (or block) engineering output, which includes both technical strategy and culture.

By changing our habits and approach, we will change the industry. By improving ourselves, we make the industry better.

In most professions, folks become increasingly sure of their role as they become more senior, but it’s been my experience that many engineers lose their sense of direction after reaching their first Staff role.

Staff engineers do those same tasks, but whereas previously they were the core of their work, now they’re auxiliary tasks.

Given the broad confusion around these roles, I knew I couldn’t write this book relying too heavily on my own experience.

Technology cannot speak for itself and requires effective advocates on its behalf.

Taking the time to understand the status quo before shifting it will always repay diligence with results.

If something dire is happening at your company, then that’s the place to be engaged. Nothing else will matter if it doesn’t get addressed.

A rushed process is a failed process.

After reaching a Staff role, your safety net will cease to exist.