Staff Engineer: the path to technical leadership does not necessarily go through management

Clarifies the many types of technical leadership and the role of organizational influence

The engineering career path is often clear until senior and then suddenly fades away. Will Larson's Staff Engineer tries to name that shadow using several archetypes: the technical leader, the deep problem solver, the wide-ranging connector, and the trusted advisor. There is no one model for every company.\n\nAt this level, value is no longer measured primarily by the amount of individual code. Engineers must choose problems with leverage, create consensus, improve decision quality, and help multiple teams move forward. This is a job rich in organizational elements, so writing, communication, and relationship building skills become technical competencies in a broad sense.\n\nThe book relies heavily on interviews and experience in high-growth technology companies. Staff positions in small businesses or other markets can be very different. Therefore, readers should use the book to ask questions of their organization about expectations, scope and promotion criteria, instead of considering it as a standardized ladder.