Most people in tech reach a point in their career where they feel stuck. This state of feeling stuck usually comes from wanting or needing a change. When a senior engineer is in this state, it often means that the change they need is to advance past senior.
Advancing to the senior engineer role is relatively predictable and intuitive, as the necessary actions are well known. In tech, the senior role is typically the top position, so advancing further, like from a senior software developer to an engineering manager, or VP of engineering, can seem challenging. Engineers understand that to move beyond this role, they need more skills than the ones that got them there.
This article clarifies and provides direction for a senior engineer's growth beyond the senior role. We will outline the most essential and beneficial skills an engineer needs to acquire or refine to move forward.
Let's dive in!
Delegative Leadership
In a senior role, the focus is primarily on handling the workload yourself. While mentoring is part of it, the role itself does not heavily involve delegating work. However, as engineers progress up the software engineering career ladder, delegation-oriented leadership becomes an essential skill to develop.
Developing this skill means focusing on the most impactful activities and delegating the rest of the tasks to others. It involves coaching software engineers where you share your real-life experiences, provide guidance and motivation, track progress, and offer continuous, direct feedback.
It also involves mentoring team members to take on more responsibilities, guiding, influencing, and motivating them to work efficiently, even without direct control. Additionally, effective delegation requires building trust within the team so that each member understands their role and feels confident in their ability to contribute.
Problem-Solving
While all tech roles require problem-solving skills, these skills are crucial for those who aim to advance beyond the senior role. This is because, in those higher-level roles, you face a lot of uncertainty.
Problem-solving is especially needed when identifying and addressing unclear and conflicting requirements. It involves asking the right questions, collecting evidence, and building a case to make informed decisions. Additionally, it requires breaking down complex issues into manageable subproblems, which engineers can then solve.
With such a high degree of uncertainty, management positions need creative individuals with impeccable problem-solving skills. In fact, problem-solving is one of the most important skills of an effective engineering manager. These skills include being bold, asking questions, and seeking clarification to achieve a clear definition of requirements. This approach minimizes the number of iterations needed and reduces the likelihood of mistakes, which can lead to more efficient and effective outcomes.
Proactivity
Proactivity is highly appreciated, valued, and beneficial in any role, including those discussed in this article. Proactivity generally means taking the initiative without being explicitly asked or assigned to do so. To move beyond the senior role, proactivity is an essential skill because it is the foundation for acquiring any other skill.
The direction of your proactivity can encompass multiple aspects. One aspect is putting yourself into situations where you can gain experience working in cross-functional teams. This will help you develop a clearer understanding of the work, eventually allowing you to manage it better. Another aspect of proactivity is obtaining management experience.
It doesn't have to be directly related to the type of management you aspire to—it can be any management role. This is because management skills are transferable and can be applied in various environments.
Finally, it is beneficial to seek mentoring by finding a mentor or coach, and, of course, to read extensively—books, articles, or any resources that seem helpful.
Self-Confidence
Imposter syndrome is a real struggle for many people. It especially surfaces in aspiring managers, making them doubt their abilities and capabilities despite their numerous achievements and proofs of success.
Building self-confidence is extremely important to overcome the anxiety that imposter syndrome causes. However, this is one of the most challenging skills to develop because it requires working on yourself—your past, present, views for the future, ways you manage stress, and more.
To build self-confidence, start by accepting, acknowledging, and embracing mistakes. This helps you understand that errors are a natural part of growth and reduces your fear of failure. When mistakes occur, view them as learning opportunities rather than setbacks.
Additionally, regular self-reflection helps you recognize and acknowledge achievements, which can help you build a positive self-image. Seeking feedback from peers and mentors provides an external perspective on your strengths and areas for improvement. Setting realistic goals and celebrating small wins also boosts confidence.
Credibility-Based Influence
As an aspiring manager, you must influence team members in a credibility-based manner rather than an authoritative or pushy way. To do this, you need to earn trust by showing expertise, reliability, and integrity consistently within the team and organization.
One way to help in this process is by building personal connections. Building genuine relationships and understanding colleagues' perspectives enhances your ability to influence.
Empathy is another essential aspect of building strong personal connections. Understanding the role of active listening and empathetic communication is crucial in establishing genuine connections and credibility.
Compromise is also worth mentioning. Aspiring managers must develop their negotiation skills, and compromise is a big part of that. Negotiating and finding mutually beneficial solutions helps align diverse groups toward common goals.
Finally, it's important to note that these techniques should be used long-term. Influence is built over time through consistent actions and behaviors rather than short-term persuasion.
Strategic Vision
Strategic vision is a key difference between a senior engineer and a manager position. As a senior engineer, you often work in an isolated environment with specific requirements. Senior engineers excel at solving contained problems—they can design, architect, and execute solutions with precision.
On the other hand, being a manager requires working across teams and organizations. This role demands the ability to see the bigger picture, understand broader organizational goals, and anticipate future challenges. Managers must frequently switch contexts, adapting to various situations while maintaining a strategic perspective.
Developing a strategic vision involves understanding how different parts of the organization fit together and how decisions in one area can impact others. It requires skills in long-term planning, risk assessment, and the ability to communicate effectively with diverse stakeholders. By honing these abilities, aspiring managers can guide their teams toward achieving larger organizational objectives while navigating the complexities of a dynamic work environment.
Bonus Tip: Embrace the Senior Role
A senior role offers impact and independence, which makes it a great choice if you're deciding on your next career move. Management positions are a major leap, but they are not for everyone. No one should feel pressured to pursue a path they are unsure about. You must understand what resonates with you before making any decisions.
To determine what might be a good fit, start by exploring what different positions entail. Understand the day-to-day activities, the challenges, and the rewards of each role. Imagine yourself in those positions to see if you can envision a future there.
Staying in a senior role can be incredibly fulfilling, as it offers opportunities to make substantial contributions without the additional responsibilities of management. By taking the time to reflect on your true career aspirations, you can make informed decisions that align with your goals and values. Remember, there is no rush—your career path should be a journey of discovery and personal satisfaction.
Conclusion
Going beyond a Senior Engineer position is entirely possible and achievable. The only thing you need to ensure before pursuing that role is that you truly want it and can see yourself performing. While gaining all these skills and qualities may not be the easiest step, it's still easier than staying in a role you don't resonate with.
I encourage everyone who is confident they want to explore positions beyond senior to believe in their ability to succeed. We often become what we believe about ourselves, so having confidence in your potential is crucial.
Good luck with your career growth!
