Episode 421: Hitting the level cap and getting credit for behind-the-scenes work
Aug 12, 2024
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The hosts dive into the intriguing dynamics between managers and top engineers, revealing secrets behind their career conversations. They explore how highly skilled contributors communicate their value and navigate workplace challenges. The significance of peer reviews focused on strengths comes to light, along with discussions on enhancing recognition for teams' efforts. With humor, they address the ongoing relevance of command-line tools in engineering productivity, ensuring that the technical aspects remain engaging.
Career conversations among high-level engineers focus on team growth and overall effectiveness rather than solely individual advancements.
Engineering leaders must effectively communicate their team's value to upper management to secure support and resources for ongoing success.
Deep dives
The Importance of Terminal Usage
Using the terminal for daily tasks has become a nostalgic point of pride among developers, emphasizing a deeper connection to their technical roots. The discussion highlights a time when developers felt that everything achievable in the terminal should, and must, be done there, including tasks like email management. This culture often fostered strong loyalty towards command-line tools, showcasing how users would evangelize their utility while being dismissive of graphical alternatives. Such an attitude reflects the overall emphasis on efficiency and control in software development, which remains relevant in current engineering practices.
Career Conversations for Senior Engineers
The nature of career conversations between managers and high-level engineers often centers around team growth rather than individual advancement. These discussions can focus on enhancing team productivity, refining processes, and addressing architectural changes that increase the team's overall effectiveness. Even when individuals reach a high level of expertise, managers still emphasize the importance of their contributions to the broader engineering team and how those contributions impact the business. This approach encourages continuous development and reinforces the idea that growth does not solely depend on personal promotions but also on collective team achievements.
Recognizing Undervalued Teams
Complex teams often face challenges in being recognized for their invaluable contributions when they are effective at problem prevention rather than problem resolution. The podcast highlights the contrast between teams that operate reactively and those that work quietly to maintain stability, noting that the latter often goes unnoticed. Advocating for such teams requires a concerted effort by leaders to communicate their value effectively within the organization. This can involve presenting data to showcase the team's productivity and contributions, making it clear how their work aligns with the company's objectives.
Effective Communication of Team Value
Communicating the value of engineering teams to upper management is crucial for securing necessary resources and support. As leaders, managers should articulate the tangible outcomes generated by their teams and ensure that their accomplishments are well understood by stakeholders. This involves contextualizing their efforts and presenting measurable results that directly tie their work to business goals. By actively promoting their teams and their contributions, engineering leaders can foster recognition and support within their organizations.
In this episode, Dave and Jamison answer these questions:
I’ve been wondering what kind of career conversations happen between managers and the “max-level” engineers on the team. We’ve all been on a team with those really good staff/principal engineers who are super nice, have great people skills, and seem to have an answer for every technical problem. When I’m asked to peer review some of these people, I basically have nothing to say because they seem perfect. Yet even as individual contributors, they have the same manager and still have the same 1 on 1s with them. What exactly do they talk about? How are their career conversations held? I’m always curious what exactly the landscape looks like for these engineers and what exactly is “next” for them since they seem to have reached the level cap.
Hello peeps, I’m an engineering leader in a midsized company. I oversee a couple of teams and things in general have been going well. However:
One of the teams tackles an extremely complex problem space and is usually up to the task, delivering things that almost seem like magic if you take a closer look. Now, due to the nature of this team’s work the value is not perceived as such by upper management, being questioned (almost pestered) if this is the right thing to do and even doubting if the resources should be allocated to it at all. The way that I see it is, that since this team has been quietly delivering greatness (delivering quality, meeting deadlines, not breaking things), there are not perceived as hero’s (like other teams would when then put out their, sometimes, auto inflicted fires).
What can the team do to rise awareness about the criticality and impact of their work? This is important so that the team can have resources and doesn’t get pulled away from their current work. Also, is this a good time to quit my job while we are waiting for the AI bubble to burst?
(Disclaimer, I’ve found an approach and am currently enacting it, but wanted to hear your thoughts on the matter)
Optional: Shoutouts to S, a long time listener and early Patreon of the show.
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