![]() ![]() ![]() So people are like, oh, I don't like ambiguity. And there are often far more directors of engineering or the company ratio wise than there are staff engineers. And most directors have never been a staff engineer and most VPs of engineering have never been a staff engineer. “Staff engineers actually often end up in the spot where like, oh, my manager will be able to kind of help me as a staff engineer and they will, to some extent, but most managers have never been a staff engineer. The staff engineering path is often less supported and more ambiguous than management Charity Majors has her great piece on the manager engineer pendulum, but I think something that piece kind of doesn't address is that as you get deeper onto one of those two, I think the switching costs do go up and the economic rewards of getting deeper on them is extremely high.Īnd so I think the opportunity cost of switching is actually a lot higher as you get further in your career than than it might appear early on.” “Don't leave the technical role path until you're done doing what you want to do. The opportunity cost of switching paths increases the deeper you get ![]()
0 Comments
Leave a Reply. |