职业与工作方法skamille.medium.com
高级工程师在编码之外还需要的不完整技能清单
An incomplete list of skills senior engineers need, beyond coding
2021 — 2022，它一次次回到首页
黑点是上首页（≥ 50 分）的那次投稿，空心点是没冲上去的投稿，点越大分数越高。
导读
资深工程师 Camille Fournier 列出了一份编码之外的能力清单：如何向不同对象解释技术概念、推动项目落地、放弃自己亲手养大的项目、处理组织中的灰色地带等。这些软技能往往才是区分普通工程师与资深工程师的关键。
为什么经久不衰：它把“资深”从技术能力重新定义为组织协作能力，连续两年登上首页说明这一视角持续引发共鸣，对任何想晋升或带项目的人都有参考价值。
HN 评论精选
承认无知、向初级工程师学习本身就是一种资深能力
清单还应加上一条：作为资深工程师，如何坦然承认自己不懂，并向更贴近新技术的初级工程师学习。无论是我做初级时还是现在做资深，坦率说“我不懂，你能教教我吗”反而赢得了更多尊重。
jedberg查看英文原文
> How to explain a technical concept behind closed doors to a senior person too embarrassed to openly admit that they don’t understand it This list should also include: How to admit you don't know something as a senior engineer and learn from junior engineers who are closer to the new technologies. As a junior engineer I found that I respected senior engineers more when they asked me to teach them something they didn't know. As a senior engineer I feel like I get a lot more respect from the junior engineers when I just admit, "I don't know that can you teach me more or point me at some good resources?". For that matter, I get a lot more respect from other senior engineers when I give them exactly the same response.
放手项目才能成长，是 senior 与 staff 的分水岭
第 11 条“如何放弃你亲手养大的项目”对职业成长尤其关键：这是真正放大自己、培养他人的唯一方式。死守一个项目会让你困在舒适区，错过更大的机会——这正是 senior 和 staff 工程师的重要区别。推荐“送走你的乐高”那篇文章。
romanhn查看英文原文
A fantastic list. I find #11 to be especially critical to one's career growth: > How to give up your baby, that project that you built into something great, so you can do something else This is the only way to really scale oneself, while growing others in the process. Hanging on to a project indefinitely can rob you of an opportunity to tackle bigger, more challenging problems. It's so easy to get stuck on a comfortable track, feeling like (and probably being) an indispensable subject matter expert, while the bigger fish get away, often without being aware of them or having the necessary bandwidth to even consider their existence. This, in my mind, is one of the big differences between a senior and a staff engineer (where such distinctions exist). I highly recommend this article on "giving away your Legos": https://review.firstround.com/give-away-your-legos-and-other-commandments-for-scaling-startups. Have shared it with many senior engineers that were looking to grow to the next level. Oh, and +1 to the author's book "The Manager's Path". Best one I've seen for anyone looking to go down that road.
反对把软技能责任转嫁给工程师，那是管理层的活
不认同。技术人已经严重超负荷，软技能和协调本是管理层的职责，不该全压在工程师身上。我们手握稀缺技能却总被占便宜，应该让“开会的人”挣他们的高薪，而不是替他们擦屁股。
justbored123查看英文原文
Yea no, can we stop putting ALL of the weight on the technical people that already are MASSIVELY skilled on their field and are chronically overworked? The soft people skills responsibilities fall on the soft skills people i.e. management. That is THEIR job, not mine. They can't do shit else so they better do at least that. This is the fundamental problem with our profession, we are goal oriented and try to make things work at all cost, and we get taken advantage all the time even when we are holding all the cards (high demand for us, low supply). Stop making their work easy by making yours hard, you are not a fcking lap boy, you are an engineer, you solve the technical sht. Make the "management and meetings" people earn their over inflated checks or simply move to the next job for an even better pay, simple as that. All my PM, TL, RRHH, QA, and the rest of the spreed sheet crowd have always been the same: Lest waste an hour every day in a pointless meeting to show them who is boss and pretend that we do something useful, then lets spend the rest of the day in Facebook and social media while I pest the nerds on chat every few hours asking "how is that going? do you have an estimate?". That is not working, that is been a parasite. Force them to earn their living.
一半技能其实是替组织失能打补丁，因公司而异
清单里约一半技能，我归为“别人没做好本职，但集体失败的后果会落到我头上，所以我只好替你和组织的失能打补丁”。这些技能在哪都有用，但更多是“如何在大厂式失能组织里当资深”，而非资深本身。我上一家不那么 FAANG 的公司就不太需要这些，人也更快乐。
atomicnumber3查看英文原文
I'm senior, or something to that effect. That's what my title says anyway. A lot of these resonate with me but I also bucket about half of them under the "someone else isn't doing their job but our collective failure will be my problem even if it's not my fault, so fine I will paper over both your and our org's dysfunction in order to still meet my expectations." So, I dunno. All orgs are dysfunctional to some degree, and things fall through cracks and people don't do their job (usually through no real fault of their own, their incentives might just not be aligned the same way yours are, or they're juggling things, etc). So these skills will be useful no matter where you go. But I was senior at my last place too and didn't need to use many of those "papering over dysfunction" skills and was generally happier with my work and results and life and such. So, I think some of these skills are about being senior, and I think others are a lot more like "how to be senior [at a big dysfunctional sufficiently FAANG-shaped type company]". My last place was not very FAANG-y and my current place is quite FAANG-y. So YMMV. Mine certainly did. But the faangier it is, the better it generally pays, so... cheers I suppose.
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