我不喜欢“员工工程师原型”的说法
本文作者认为，将“员工工程师”角色划分为团队领导、架构师、问题解决者和助手等原型，是一种误导性的职业发展建议。
工程师不应试图迎合这些原型，而是应该专注于产出有价值的工作，赢得信任和影响力。
真正的“员工工程师”应该关注如何为公司创造价值，并能够适应公司所需的角色，而不是拘泥于预设的模式。
文章强调了对公司价值的判断和责任意识，这是成为优秀员工工程师的关键。
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The most influential piece of writing about staff engineers in the last decade has to be Will Larson’s Staff engineer archetypes. He argues that the “staff engineer” title covers at least four very different roles: the team lead, the architect, the solver, and the right hand. This taxonomy gets cited a lot as advice for people who are trying to become effective staff engineers. For both of my promotions to staff engineer, my manager at the time linked me to the “staff engineer archetypes” and asked me to consider which of these archetypes I was aiming towards.
These archetypes definitely exist1. However, I think it’s bad practical advice to tell engineers to try and target them.
Archetypes do not make good goals
※ 出于版权考虑，仅引用前 3 段。完整内容请阅读原文。