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by gautamdivgi
1541 days ago
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Yes and no. There is a part where you're responsible for the direction of the team but the real trick is knowing when to step away and let the teams executing own it and discuss with management what metrics are needed to track success. There is also another part where you are free to work on activities that are 12-24 months out. So, prototyping new ideas, setting up the pilots and mentoring sr. s/w engg. resources to be able to execute on them. The little secret no one mentions is that most of the time you're not needed. If you are then you're too much in the weeds and cannot be an effective staff engineer. |
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That should be true of every individual.
If you mean role (i.e., "what if we had no staff engineers (or equivalents) at all?"), ye-es, but only for a time, else the company will likely be, at best, inefficient.
Every higher level role on the team, be it a staff eng, a tech lead, an EM, etc, is a multiplier role; they should behave as basically a glorified plate spinner. When the plates are all spinning they can step away and you'll never notice their absence. When the plates are wobbly, you should feel their presence more. The ideal workflow is a series of barely perceptible touches to add a little more inertia across a variety of plates.