Staff engineers tend to work directly with permanent teams as well as pairing with other temporary project teams. And they give technical performance reviews, aiming to improve the technical capacity of the entire engineering organization.
They also play an important coaching and mentoring role by sharing best practices with other engineers and creating new opportunities for their growth. The percentage of their time spent coding differs from one person to the next, but averages around 20%. They support the organization by providing context and technical direction, defining technical specifications, and documenting processes. These folks lead deep, complex, or high-risk technical projects, and control the communication around them. As well as technical strength, core leadership skills such as critical thinking, judgment, listening, empathy, and communication are essential at this level of seniority. Staff engineer is the first IC leadership position, a level above senior engineer. To find out what IC leaders do have in common, LeadDev spoke to a group of staff, principal, and distinguished engineers and asked them to describe their own roles and responsibilities. There’s a wide variety of the same role across different organizations, making it hard to identify patterns around job scope, skills, and experience. It’s less established or well-documented than the path for engineering managers, with all tech companies approaching titles in their own way. Talking about leaders in the individual contributor (IC) path can be confusing.
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