Joy Ebertz, a principal engineer at Split, discusses growing into a staff-plus role, transitioning from management to a technical role, aligning incentives, and strategies for career growth in engineering.
To become a principal engineer, one needs to continuously improve coding skills, work independently, design within their space, and think across teams.
Transitioning from people management back to a technical role provides insights into understanding politics, promotions, influential people within an organization, and infrastructure, and emphasizes the importance of asking specific questions for meaningful feedback and better support from your manager.
Deep dives
Career progression and becoming a principal engineer
To become a principal engineer, one needs to continuously improve coding skills, work independently, design within their space, and think across teams. As one advances, the role becomes more ambiguous, requiring the ability to tackle problems with little information and adapt to changing needs. Soft skills and influencing others become crucial as well. It is important to know what skills the business and the team lack, understand the larger goals, and actively contribute towards them.
Transitioning from management to technical role
Joy shares her experience transitioning from people management back to a technical role. She found that managing people was unclear and made her question her impact. However, it provided insights into understanding politics, promotions, influential people within an organization, and infrastructure. Additionally, she learned the importance of asking specific questions to receive meaningful feedback and how being specific in what you want and need helps your manager better support your growth.
Influencing without authority and aligning incentives
Joy emphasizes the significance of aligning incentives and how it impacts productivity and decision-making. She mentions examples like celebrating project failures to encourage testing risky ideas, managing feature flags to avoid unnecessary tech debt, and recognizing the role of communication in advancing one's career. Furthermore, understanding people's incentives and motivations when they push back on an idea can help in finding ways to change the situation and drive alignment.
In this podcast Shane Hastie, Lead Editor for Culture & Methods spoke to Joy Ebertz, a principal engineer at Split, about growing into a staff-plus role.
Read a transcript of this interview: https://www.infoq.com/podcasts/becoming-staff-plus-engineer/
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