If you manage Staff+ engineers, you know they operate differently – they thrive on autonomy, tackle ambiguity, and contribute in myriad ways beyond just coding. When I first began managing high-level engineers, I quickly realized this required a different managerial mindset than I had been used to. Unlike earlier-career engineers who often need more guidance, Staff+ engineers are expected to handle ambiguity and find their own paths forward. Their work is truly varied: part mentorship, part technical documentation, part future planning, and some hands-on coding.

Identifying how to effectively leverage each engineer’s unique strengths was another hurdle; some excelled in deep technical work, while others focused more on strategy. I needed a way to both track and encourage this diversity of valuable work while also ensuring I was providing the necessary support for their success, all without falling into the trap of micromanaging or needing constant check-ins.

One of the most effective tools I’ve found for managing high-level individual contributors, particularly Staff+ engineers, is a structured weekly update document. This not only streamlines our one-on-one meetings but also empowers engineers to take ownership of their project progress and career development.

The Weekly Update Format

I ask my Staff+ engineers to maintain a running document that they fill out before our weekly one-on-one meetings. This document serves as an agenda for our discussions and is structured into six sections. The goal of these sections is to capture the variety of work expected of a high-level engineer and make sure they are getting credit for all the glue work that comes with the job.

This format draws inspiration from Julia Evans’ excellent article on brag docs, a resource I highly recommend for engineers looking to use self-advocacy and documentation in their career development.

1. Top of Mind: This section allows engineers to voice their most pressing concerns or questions. Whether it’s upcoming PTO, topics that need immediate attention, or any roadblocks they’re facing, this prompt ensures we address the most critical issues first. These are the items we’ll typically spend the majority of our time discussing.

2. Project Updates: Here engineers list the projects they are currently contributing to. I encourage them to keep this list consistent week to week, which helps maintain accountability and track progress over time. This also helps me track how much work I’m assigning to them and gauge how they are handling that workload.

3. Collaboration & Mentorship: This section highlights the engineer’s contributions to mentoring others and collaborating with teammates. This reinforces that the Staff+ role is a leverage position and that much of the value these engineers bring comes from leveling up those around them.

4. System Design & Documentation: Engineers detail how they have contributed to system design decisions and any documentation efforts. This not only showcases their technical skills but also emphasizes their role in knowledge sharing and building the understanding within their team.

5. Company Building: Beyond their immediate projects, I ask engineers to reflect on how they have contributed to the company as a whole. This could include efforts in interviewing, improving processes, or sharing knowledge with other teams. Recognizing these contributions fosters a sense of belonging and purpose. Encouraging wider participation in the company also helps engineers build a network and a reputation. These connections and reputation become important for success on cross-functional projects and for driving their career.

6. What You Learned: Finally, this section encourages engineers to pursue self-driven learning. Whether it’s a new technology, a programming language, or a professional skill, documenting their learning journey helps reinforce the importance of a growth mindset.

Aside from the top of mind and projects, not every section will have an entry every week, and that’s okay. The key is to ensure that the document remains consistent enough to provide consistent value for both the engineer and myself as a manager.

The purpose of this format is to set expectations about the nature of their role and to help them keep this in mind as they work. This is especially helpful for engineers who are moving from a Senior role into a Staff role where the work becomes “fuzzier” and less tangible. By asking for explicit updates on the less tangible aspects, they have the freedom to pursue those while still feeling accomplished.

The Benefits of This Format

For Engineers

Using this structured format provides several benefits for the engineers themselves:

• Focus and Clarity: By outlining their thoughts and progress, engineers can prioritize what matters most during our limited meeting time. This clarity not only helps them articulate their contributions but also aligns their efforts with team and company goals.

• Brag Document: Over time, this running document can be used to construct a brag doc or a career narrative. Engineers can share this with their managers to build a strong case for raises or promotions, clearly showcasing their accomplishments in an organized manner.

• Self-Management: Writing these updates weekly encourages engineers to reflect on their work and take ownership of their progress. This self-management is crucial for their development as high-level contributors.

For Managers

As a manager this format benefits me as well:

• Tracking Progress: The weekly updates allow me to monitor the growth and progress of each engineer over time. This record of coaching and development is invaluable for performance reviews and career development discussions.

• Minimal Effort for Accountability: By requiring engineers to document their updates, I can foster accountability with minimal direct effort on my part. This proactive approach fosters a culture of responsibility and ownership.

• Alignment on Priorities: A shared document ensures that we are aligned on priorities and expectations. This transparency helps avoid misunderstandings and keeps everyone focused on the same goals.

Conclusion

By providing a clear, consistent framework, this structured weekly update format allowed me to better align my management approach with the needs of Staff+ engineers, helping to support their autonomy and capture the full scope of their valuable contributions. While I initially encountered some resistance (some felt it was adding “additional work”), in reality, most engineers have found this to be a useful tool that actually lowers their mental load. This approach not only enhances communication but also empowers engineers to take charge of their development. By focusing on the most pressing matters and maintaining a record of their achievements, we can foster a culture of growth and accountability that benefits both the engineers and the organization as a whole.

As you consider implementing a similar format, remember that the key is to keep it simple and consistent. Encourage your engineers to embrace this practice and watch them flourish in their roles as high-level individual contributors.