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Show HN: A Senior Engineer's CheckList

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Re: Show HN: A Senior Engineer's CheckList

#61
These are excellent, except for one, which is to avoid politics. Politics is the art of making other people want the things that you want. If you can't do that, you're not a senior engineer. Politics is critical for your success, and honestly, a large number of these sixty points fall under, IMO, politics.

tl;dr: s/"Avoid politics, but have right folks vouch for your work"/"Become an adept politician".

Re: Show HN: A Senior Engineer's CheckList

#62
post #46

It's a (thoughtful) list for the "senior engineer in 500+ heads company". If you work for a small startup (where you'll be forced to be "senior engineer" if you like it or not), you'll have no "manager", "peers", "projects", "hiring", "mentoring", "networking", and so 95% of the list items immediately pop.

If you're at a startup you better be hiring! That's your #1 job! You better keep that bar high because the next round of folks will be hired by them. Further, at a small startup you can't get away from a bad hire, they're literally adjacent to you for 50+ hours a week.

Further to this point, networking is crucial too, but it's more networking outside the company. With other startups, with other technical folks -- your hiring pipeline is built on your personal network until you get to at least 20+.

Re: Show HN: A Senior Engineer's CheckList

#63

These are excellent, except for one, which is to avoid politics. Politics is the art of making other people want the things that you want. If you can't do that, you're not a senior engineer. Politics is critical for your success, and honestly, a large number of these sixty points fall under, IMO, politics. tl;dr: s/"Avoid politics, but have right folks vouch for your work"/"Become an adept politician".

> Politics is the art of making other people want the things that you want.

I would say tactical negotiation and leveraging personal connect is healthy, but manipulation for personal gains at the cost of a larger good is what is my definition of "politics".

I have seen couple of managers in my career who, while were poor managers based on employee voice surveys in the company, ended up with large charters due to being good at politics/"rubbing backs". I want to say that end result was they screwed it up since their directs ended up leaving their team, but in reality, they thrived despite losing folks and not delivering projects, again due to politics. As an engineer, I failed to appreciate that.

Re: Show HN: A Senior Engineer's CheckList

#64
post #46

It's a (thoughtful) list for the "senior engineer in 500+ heads company". If you work for a small startup (where you'll be forced to be "senior engineer" if you like it or not), you'll have no "manager", "peers", "projects", "hiring", "mentoring", "networking", and so 95% of the list items immediately pop.

While I agree to certain extent, you still have these things in different shapes and sizes. Startup teams are a tight knit community in my experience, but as it scales, these aspects start to show their heads.

Re: Show HN: A Senior Engineer's CheckList

#65
post #46

It's a (thoughtful) list for the "senior engineer in 500+ heads company". If you work for a small startup (where you'll be forced to be "senior engineer" if you like it or not), you'll have no "manager", "peers", "projects", "hiring", "mentoring", "networking", and so 95% of the list items immediately pop.

If you're at a startup you better be hiring! That's your #1 job! You better keep that bar high because the next round of folks will be hired by them. Further, at a small startup you can't get away from a bad hire, they're literally adjacent to you for 50+ hours a week. Further to this point, networking is crucial too, but it's more networking outside the company. With other startups, with other technical folks -- you…

To add to this, I found these resources great:

1. https://blog.samaltman.com/how-to-hire

2. https://startupclass.samaltman.com/courses/lec02/

Re: Show HN: A Senior Engineer's CheckList

#68
post #51

Thanks for sharing. I would instead describe this list as "principles" instead of a checklist. A checklist is often used for a much more specific scope with very specific items. These are not applicable to any specific time or scenario and have activities that are not very specific. Here's my thoughts on a few of the items themselves: "Follow the principles of extreme ownership." -- Unless the term "extreme ownership…

Extreme ownership probably refers to the book Extreme Ownership: How U.S. Navy SEALs Lead and Win .

yes!

Re: Show HN: A Senior Engineer's CheckList

#69

'Get involved with hiring for your team and company, and maintain a high bar for hiring quality candidates.' Posts derailing this 'high bar' are posted semi-daily to Hacker News, no? It's a really big dilemma (extensive hiring process that weeds out good candidates due to time and frustration or take risks) and it makes it sound like it's just something, you can, you know, do on a Tuesday in your spare time, and then…

Maybe the idea is that the senior engineer here should collaborate on what that bar is.

Re: Show HN: A Senior Engineer's CheckList

#70

'Get involved with hiring for your team and company, and maintain a high bar for hiring quality candidates.' Posts derailing this 'high bar' are posted semi-daily to Hacker News, no? It's a really big dilemma (extensive hiring process that weeds out good candidates due to time and frustration or take risks) and it makes it sound like it's just something, you can, you know, do on a Tuesday in your spare time, and then…

I wonder where people work where they can become a senior engineer in the first place without getting involved in hiring.
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