Staff Engineer: Leadership beyond the management track
Tags: #technology #engineering #leadership #careers #management #teams
Authors: Will Larson
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Overview
This book is my attempt to shed light on the often-murky world of Staff-plus engineering roles, a space brimming with ambiguity and misinformation. It’s for anyone seeking to understand, attain, or thrive in these roles, recognizing that the traditional career ladder fades away as you reach senior levels, demanding a more deliberate and strategic approach to career navigation. My own journey, combined with the insights gleaned from interviewing over a dozen Staff-plus engineers across various companies, forms the foundation of this guide. It’s a recognition that the industry’s perception of technical leadership is shaped by our collective actions and that by sharing our experiences and hard-won lessons, we can collectively improve the landscape for everyone. \ \ I delve into the diverse roles and responsibilities of Staff-plus engineers, moving beyond simplistic definitions. I explore the various archetypes they embody, from the team-focused Tech Lead to the problem-solving Solver, recognizing that there’s no single “correct” way to be a Staff engineer. \ \ I address the challenges and rewards of operating at this level, highlighting the shift in mindset and skillset required to succeed. It’s not simply about being a “better” Senior engineer, but rather embracing a different kind of work that focuses on influencing, mentoring, and driving strategic change within the organization. \ \ I offer practical guidance on navigating the often-unclear path to a Staff-plus title, including demystifying promotion processes, building a strong network of peers and sponsors, crafting impactful promotion packets, and mastering the art of presenting to executives. \ \ This book is not a prescription for success, but rather a collection of maps and tools to help you chart your own course. I believe that Staff-plus engineering roles are vital for the long-term health and success of our industry, and I hope this book empowers more individuals to navigate this path and make their own positive contributions to the world of technology.
Book Outline
1. Staff Engineer Archetypes
This chapter explores the various roles Staff-plus engineers can fill within an organization. It introduces the concept of Staff engineer archetypes, highlighting four common patterns: the Tech Lead, the Architect, the Solver, and the Right Hand. Each archetype has distinct responsibilities and areas of focus, emphasizing that the Staff-plus role is not a monolithic entity but rather a collection of different approaches to technical leadership.
Key concept: The four common archetypes of Staff-plus roles: The Tech Lead, The Architect, The Solver, and The Right Hand. Each archetype represents a different approach to technical leadership, with varying focuses on team leadership, system design, problem-solving, and executive support. Understanding these archetypes helps clarify the diverse roles and responsibilities of Staff-plus engineers.
2. What do Staff Engineers Actually Do?
This chapter delves into the specific tasks and responsibilities that Staff-plus engineers typically undertake. It emphasizes that while Staff engineers may still be involved in writing software and coordinating projects, their primary focus shifts to higher-level tasks such as setting technical direction, providing mentorship and sponsorship, injecting engineering context into organizational decisions, and undertaking exploratory work. The chapter also addresses the common question of whether Staff-plus engineers still write code, concluding that it varies greatly depending on the individual and the company.
Key concept: “Much as the Lorax speaks for the trees in his popular children’s book, staff engineers speak for their companies’ technology.” This quote emphasizes the crucial role Staff-plus engineers play in advocating for the long-term health and success of their company’s technological infrastructure. They need to be able to understand and communicate the needs of the technology to the rest of the organization.
3. Does the Title Even Matter?
This chapter examines whether obtaining a Staff-plus title is truly worthwhile. It outlines the benefits that generally come with the title, including bypassing informal gauges of seniority, gaining access to key decision-making discussions, increased compensation, and potentially greater agency in selecting projects. However, the chapter also cautions that the increased agency can be offset by a commensurate increase in accountability to the business and that the work itself changes significantly, demanding a shift in mindset and approach.
Key concept: “Informal gauges of seniority.” This concept refers to the tendency in many technology companies to rely on subjective measures, like perceived experience or conformity to stereotypes, instead of objective measures of merit. These informal gauges can create barriers for individuals who don’t fit the traditional mold, highlighting the need for more transparent and objective evaluation criteria for senior roles.
4. Operating at Staff
This chapter focuses on the challenges Staff-plus engineers face as they transition into their new roles. It discusses the need to overcome the learning curve associated with the shift in responsibilities and the slower feedback cycles of higher-level work. The chapter also highlights the importance of pacing oneself, avoiding common pitfalls like “snacking” on low-impact tasks, “preening” with high-visibility but low-impact work, and “chasing ghosts” by pursuing initiatives that don’t align with the company’s current needs. It concludes by emphasizing the importance of working on what truly matters: existential issues, areas for growth, and projects uniquely suited to the engineer’s skills and passions.
Key concept: Avoid “snacking” on work. Snacking, a concept introduced by Hunter Walk, refers to prioritizing easy, low-impact tasks over more challenging and high-impact work. While these “snacks” can provide a sense of accomplishment, they often offer limited learning opportunities and can lead to stagnation in one’s career.
4. Operating at Staff
This chapter delves into the art of prioritizing work effectively as a Staff-plus engineer. It emphasizes the importance of focusing on tasks that have the most impact, even if they are not always the most visible or exciting. The chapter advises Staff-plus engineers to avoid “snacking” on low-impact work, “preening” with high-visibility but low-value activities, and “chasing ghosts” by pursuing initiatives that are out of sync with the company’s current needs. Instead, it encourages focusing on existential issues, fostering growth within the team, editing existing approaches for greater effectiveness, finishing crucial projects, and pursuing work that only the engineer is uniquely capable of accomplishing.
Key concept: “Work where there’s room and attention.” This principle encourages Staff-plus engineers to identify areas within their organization that are important but under-resourced or neglected, where their contributions can have a significant impact. It highlights the importance of strategic prioritization, finding the balance between company priorities and areas where individual effort can make a real difference.
5. Managing Technical Quality
This chapter addresses the critical task of managing technical quality within a growing organization. It acknowledges the common perception of a “crisis of technical quality” but reframes it as a normal, expected state that requires continuous attention and improvement. The chapter presents a toolkit of approaches, starting with addressing immediate “hot spots” and then moving towards adopting best practices, prioritizing leverage points that preserve quality over time, aligning technical vectors across the organization, and measuring technical quality to guide deeper investment. It concludes by advocating for starting small, adding new practices slowly, and focusing on the cheapest, most effective solutions likely to work.
Key concept: “A good process is evolved rather than mandated.” This emphasizes the importance of iteratively developing and refining processes based on feedback and experience, rather than imposing rigid, top-down mandates. It highlights the need for flexibility and adaptation in engineering processes, recognizing that context and needs change over time.
6. Stay Aligned with Authority
This chapter explores the importance of aligning with organizational authority and how this differs from simply possessing authority. It emphasizes that Staff-plus engineers must navigate the complexities of organizational power dynamics and learn to stay aligned with the goals, values, and priorities of their leadership. It further explores the delicate balance of influencing without excessive friction and the need to blend one’s vision with those of peers and more senior leaders.
Key concept: “To lead, you have to follow.” This seemingly paradoxical statement emphasizes the importance of embracing a collaborative leadership style that involves actively listening to and supporting the ideas and initiatives of others. It suggests that effective leadership requires understanding when to step back and empower others to lead, recognizing that creating new leaders ultimately amplifies impact.
7. Learn to Never Be Wrong
This chapter emphasizes the importance of developing strong communication skills for Staff-plus engineers, particularly the ability to listen effectively, create space for others to contribute, and learn to “never be wrong” without dominating discussions. It introduces techniques for creating more inclusive and productive discussions, including shifting towards asking questions, actively involving less-participatory members, and deliberately taking notes. It also provides practical advice for navigating difficult conversations with “jerks” who resist collaboration or compromise.
Key concept: “Listen, clarify, and read the room.” This technique encourages Staff-plus engineers to approach discussions with a mindset of understanding and collaboration rather than seeking to dominate or “win” the argument. It emphasizes the importance of active listening, clarifying the purpose of the discussion, and being sensitive to the dynamics and perspectives within the room to facilitate productive and inclusive conversations.
8. Create Space for Others
This chapter encourages Staff-plus engineers to shift their focus from maximizing their personal impact to creating space for others to grow and contribute. It outlines strategies for achieving this, including actively involving team members in discussions and decisions, delegating tasks and projects, and providing sponsorship to support their success. It underscores the importance of recognizing that a successful Staff-plus engineer empowers the organization to thrive beyond their individual contributions.
Key concept: “Create space for others” by actively involving them in discussions, decisions, and ultimately sponsoring them to take ownership of the work. This emphasizes the shift from being the “go-to” person for everything to empowering others to step up and contribute, fostering a more sustainable and scalable approach to technical leadership.
9. Build a Network of Peers
This chapter advocates for the importance of building a strong network of peers for Staff-plus engineers. It highlights the benefits of having a network, including getting honest feedback, learning from others’ experiences, and finding support in a role that can often feel isolating. The chapter outlines strategies for building a network, emphasizing the importance of being visible within the organization, contributing to discussions around Staff-plus engineering, and actively cultivating relationships with peers internally and externally.
Key concept: “Be easy to find and network internally.” These are two key strategies for building a network of peers and sponsors, emphasizing the importance of making oneself visible within the organization and actively engaging with others in a genuine and authentic way. It highlights that building strong relationships is crucial for career advancement, particularly in senior roles.
10. Present to Executives
This chapter provides guidance on effectively presenting to executives, recognizing that this is a critical skill for Staff-plus engineers whose impact often depends on influencing senior leaders. It emphasizes the importance of understanding the executive’s communication style and tailoring the presentation accordingly, advocating for a structured approach that prioritizes clarity and conciseness. The chapter also outlines common mistakes to avoid, such as fighting feedback, evading responsibility, presenting questions without answers, and relying on academic-style presentations.
Key concept: “Controlling the sequence in which you present your ideas is the single most important act necessary to clear writing.” This quote from Barbara Minto’s “The Pyramid Principle” emphasizes the importance of structuring communication, particularly when presenting to executives, to ensure clarity and focus on the key message.
11. Getting the Title Where You Are
This chapter provides guidance on navigating the path to a Staff-plus role within your current company. It acknowledges that promotion systems can be opaque and that the nature of the work changes significantly, requiring a more deliberate approach to career progression. The chapter discusses strategies for achieving a Staff-plus title, including creating a strong promotion packet, finding a sponsor within the organization, and actively participating in key decision-making discussions. It also addresses the question of whether to try management as a stepping stone to a Staff-plus role, suggesting that it can be a valuable experience but should not be pursued solely for career advancement.
Key concept: “Opportunity at any given company is unevenly distributed.” This observation highlights the reality that career progression, particularly towards Staff-plus roles, is not always fair or meritocratic. Factors like team composition, project visibility, and organizational biases can significantly impact an individual’s opportunities for growth, making it crucial to be aware of these dynamics and navigate them strategically.
12. Promotion Packets
This chapter focuses on the role of the promotion packet in pursuing a Staff-plus title. It encourages engineers to start writing their promotion packet long before they think they’re ready for promotion, using it as a tool to guide their development, track their impact, and activate their sponsors. It provides a template for a useful promotion packet, emphasizing the importance of showcasing Staff projects, high-leverage contributions, mentorship and sponsorship activities, glue work, and addressing any perceived skill or behavior gaps. The chapter also outlines a step-by-step approach for iterating on the packet, involving managers and peers for feedback and guidance.
Key concept: Use your promotion packet as a “map to accomplishing your goal.” This reframes the promotion packet as a tool for self-assessment, growth planning, and sponsor activation, rather than simply a document for formal review. By iteratively developing and refining the packet, engineers can gain clarity on their progress, identify areas for improvement, and engage their sponsors in supporting their career goals.
13. Find Your Sponsor
This chapter emphasizes the crucial role of sponsorship in attaining a Staff-plus role. It explains that while individual effort and impact are essential, having a sponsor who actively advocates for your work and recognizes your contributions is often the key to getting promoted. The chapter provides guidance on identifying and activating sponsors, particularly highlighting the importance of aligning with their initiatives, understanding their needs, and providing them with the necessary context and information to champion your work effectively.
Key concept: “Don’t play team games alone, you’ll lose.” This advice, attributed to Julia Grace, underscores the critical role of sponsorship in career advancement, particularly for senior roles. It highlights that promotions, regardless of the specific process, are rarely solely based on individual merit but often involve the advocacy and support of influential individuals within the organization.
14. Staff Projects
This chapter explores the concept of “Staff projects”, which are often a requirement for reaching a Staff-plus role in many companies. While the chapter acknowledges that many engineers don’t complete a formal Staff project before attaining the title, it recognizes their value as opportunities for growth and development. It provides insights into the characteristics of Staff projects, their benefits, and how to gain access to them. It also discusses the importance of framing these projects within the larger context of career progression and individual growth, emphasizing that Staff projects should be pursued for their inherent value rather than simply as a means to an end.
Key concept: “Staff projects” are often a key requirement for reaching a Staff-plus role. While some individuals can reach the title through consistent high performance over a long period, others leverage a “Staff project” – a complex, high-impact project – as a way to demonstrate their capabilities and readiness for the role. Understanding the dynamics and expectations around Staff projects is crucial for those pursuing this career path.
15. Get in the Room, and Stay There
This chapter addresses the common challenge of getting “into the room” where important decisions are made. It highlights the importance of strategically approaching these discussions, bringing valuable context and perspective that is not already present within the room. The chapter outlines strategies for gaining access to these meetings, including identifying a sponsor within the room, demonstrating usefulness by aligning with the manager’s approach, optimizing for the group’s success, communicating clearly and concisely, being low-friction and prepared, focusing and being present, and volunteering for low-status tasks.
Key concept: “Bring something useful to the room…that the room doesn’t already have.” This emphasizes the importance of offering a unique perspective or expertise to contribute meaningfully to high-level discussions. It encourages Staff-plus engineers to leverage their specialized knowledge and experiences to provide value and insights that are not already present within the group.
16. Deciding to Switch Companies
This chapter guides engineers on deciding when and why to switch companies to accelerate their path towards a Staff-plus role. It explores the benefits and challenges of changing companies, acknowledging that sometimes leaving a company can be the most effective way to gain recognition and unlock new opportunities. It also provides advice on navigating the process of leaving a job, especially during periods of burnout, and how to find a new company that aligns with one’s goals, values, and career aspirations.
Key concept: “Find a place that disproportionately values you.” This advice encourages those seeking a Staff-plus role to identify companies where their specific skills and experience are highly valued and in demand. It highlights the importance of finding an organization that aligns with an individual’s strengths and where their contributions can have a significant impact, leading to faster career growth and greater job satisfaction.
17. Finding the Right Company
This chapter focuses on strategies for finding the right company to make a Staff-plus transition. It emphasizes the importance of finding an organization that values the engineer’s specific skills and experience, and delves into the difference between “meritocratic” and “proceduralist” companies. It provides practical advice on how to assess a company’s culture during the interview process, helping engineers identify organizations that align with their personal values and career goals.
Key concept: Identify companies as “meritocratic” or “proceduralist.” This framework helps engineers evaluate a company’s culture and values in relation to career progression. Meritocratic companies tend to be more exception-driven and reward those who fit a certain mold, while proceduralist companies prioritize consistency and structure, offering wider access to opportunities but potentially less room for individual expression.
18. Interviewing for Staff-plus Roles
This chapter provides specific guidance on navigating the interview process for Staff-plus roles. It acknowledges the challenges of these interviews, particularly the lack of standardized formats and the difficulty of demonstrating skills that are not easily assessed through traditional coding exercises. It encourages engineers to be proactive in understanding the interview process, clarify their expectations, and prepare thoroughly. It also highlights the importance of negotiating the details of the offer, recognizing that companies may be more willing to offer bespoke terms for senior leadership roles.
Key concept: Technical interviews are an inconsistent and unreliable predictor of success… but works in your favor… to play “bias arbitrage,” finding a company that disproportionately values you. This observation acknowledges the flaws in technical interviews while also recognizing that it can be advantageous to leverage those inconsistencies to find companies that value specific skills or experiences, increasing the chances of landing a Staff-plus role.
19. Negotiating Your Offer
This chapter focuses on negotiating offers for Staff-plus roles, recognizing that the negotiation process shifts significantly for senior positions. It highlights the increased flexibility companies may offer around compensation, equity, and other benefits, encouraging candidates to be strategic and advocate for their needs while framing their requests in a compelling narrative that resonates with the company’s values and goals.
Key concept: Always negotiate the details. This advice reminds Staff-plus candidates to not only focus on the headline compensation but also to carefully negotiate the details of the offer, including equity vesting schedules, benefits, and other perks. It emphasizes that securing favorable terms in these areas can have a significant impact on long-term financial security and career satisfaction.
Essential Questions
1. What are the different archetypes of Staff-plus engineers?
The book defines four common Staff Engineer archetypes: Tech Lead, Architect, Solver, and Right Hand. Each archetype has distinct responsibilities and areas of focus. The Tech Lead guides team execution, the Architect shapes system design, the Solver tackles complex problems, and the Right Hand supports executives. Understanding these archetypes is crucial for recognizing the diverse roles Staff-plus engineers play and for identifying which path aligns best with one’s skills and interests.
2. How do the responsibilities of Staff-plus engineers differ from those of Senior engineers?
Staff-plus engineers go beyond simply writing code. They set technical direction, mentor and sponsor others, bring engineering context to decisions, and explore new possibilities. They act as advocates for their company’s technology, influencing its long-term trajectory. While coding might still be a part of their work, it often takes a backseat to these higher-level responsibilities.
3. How can Staff-plus engineers effectively manage their time and energy to maximize impact?
Staff-plus engineers often struggle to effectively manage their time and energy as their responsibilities broaden and time for individual contribution shrinks. The book emphasizes the importance of prioritizing high-impact work, avoiding the pitfalls of “snacking” on low-impact tasks, “preening” with high-visibility but low-value activities, and “chasing ghosts” by pursuing misaligned initiatives. This strategic prioritization ensures engineers focus on what truly matters and maximize their impact within limited time.
4. Beyond technical expertise, what are the essential skills for Staff-plus engineers to develop?
While technical skills are essential, the book emphasizes the importance of developing strong communication, collaboration, and influence skills. Staff-plus engineers need to be able to clearly articulate their ideas, listen effectively, navigate complex discussions, and build consensus. They must learn to “never be wrong” in a way that fosters collaboration rather than dominating conversations, and to create space for others to grow and contribute.
5. What are the effective strategies for transitioning into a Staff-plus engineering role?
The book offers several strategies, including negotiating for the title during a job switch, finding a company that highly values the engineer’s specific skill set, and “baking in place” by building internal credibility and securing a strong sponsor. It emphasizes the importance of understanding the nuances of a company’s culture and promotion systems, advocating for oneself, and demonstrating consistent high performance to make the transition successful.
Key Takeaways
1. Embrace the “Solver” archetype to demonstrate leadership through problem-solving.
The book emphasizes that Staff-plus roles are not just about being a better individual contributor but about embodying different leadership styles. The “Solver” archetype, for example, focuses on tackling complex, ambiguous problems that lack clear solutions. By embracing this archetype, engineers can showcase their ability to drive impactful solutions independently, a key characteristic of Staff-plus engineers.
Practical Application:
An AI product engineer could leverage the “Solver” archetype by taking ownership of a complex, ambiguous problem like building an explainability framework for a new deep learning model. By thoroughly researching the problem, gathering input from stakeholders, proposing a solution, and driving its execution, they demonstrate Staff-level impact.
2. Align technical decisions with business goals and organizational priorities.
The book highlights the importance of aligning with organizational authority and understanding the broader business context. Staff-plus engineers need to advocate for their ideas and projects in a way that resonates with the company’s strategic goals and priorities, demonstrating their understanding of the bigger picture beyond just the technical details.
Practical Application:
When pitching a new feature or project, an AI product engineer should articulate not just the technical details but also how it aligns with the company’s strategic goals, its potential impact on key business metrics, and the user needs it addresses. This demonstrates a broader understanding of the business context, a crucial skill for Staff-plus engineers.
3. Practice “listening through questions” to foster effective communication and collaboration.
The book emphasizes the importance of strong communication and collaboration skills for Staff-plus engineers. It encourages “listening through questions” to understand different perspectives, foster inclusivity, and create a more collaborative and productive environment.
Practical Application:
An AI product engineer can practice “listening through questions” during a design review for a new AI-powered feature. By asking clarifying questions, seeking to understand different perspectives, and inviting less vocal members to contribute, they foster a more inclusive and productive discussion.
4. “Create space” for others to grow and contribute.
The book emphasizes the importance of “creating space for others” by shifting from a focus on individual impact to empowering others to grow and contribute. This involves delegating tasks and projects, providing sponsorship and mentorship, and fostering a culture of shared ownership and leadership.
Practical Application:
An AI product engineer leading a team working on a new recommendation engine could “create space” by deliberately delegating ownership of a complex sub-component to a junior engineer. By providing guidance, support, and sponsorship, they empower the junior engineer to grow and take ownership, ultimately scaling the team’s impact.
5. Tailor communication to the audience, especially when presenting to executives.
The book highlights the importance of adapting communication styles when presenting to executives. It advocates for a structured approach that emphasizes clarity, conciseness, and relevance to business goals. By understanding the executive’s perspective and communication preferences, engineers can more effectively convey their ideas and secure buy-in for their proposals.
Practical Application:
When presenting a proposal for a new AI infrastructure project to executives, an AI product engineer should avoid technical jargon and instead focus on the core problem, its impact on the business, and the proposed solution’s key benefits. Using clear, concise language and framing the information in a way that resonates with executive priorities will be more effective.
Memorable Quotes
Setting technical direction. 24
Much as the Lorax speaks for the trees in his popular children’s book, staff engineers speak for their companies’ technology.
Avoid snacking. 39
Hunter Walk recommends that folks avoid “snacking” when they prioritize work.
To lead, you have to follow. 75
I think this is the most important lesson I’ve learned over the past few years: the most effective leaders spend more time following than they do leading.
Synthesize those five design docs into a strategy. 92
Controlling the sequence in which you present your ideas is the single most important act necessary to clear writing. The clearest sequence is always to give the summarizing idea before you give the individual ideas being summarized.
Find a place that disproportionately values you. 130
Find a place that disproportionately values you.
Comparative Analysis
While many books focus on the management track, “Staff Engineer” carves a unique path by exploring the often-overlooked technical leadership track. Unlike books like “The Manager’s Path” by Camille Fournier, which focuses on developing people management skills, this book delves into the nuances of leading through influence, technical expertise, and strategic decision-making. It shares similarities with books like “Resilient Management” by Lara Hogan in its emphasis on building relationships and fostering collaboration. However, “Staff Engineer” distinguishes itself by providing a detailed framework for navigating the unique challenges and opportunities faced by senior individual contributors in the tech industry, such as managing technical quality, writing engineering strategies, and influencing without authority.
Reflection
Will Larson’s “Staff Engineer” is a timely and insightful guide for navigating the less-charted territory of technical leadership in the tech industry. Its strength lies in its practical, experience-based advice, drawn from the author’s own journey and interviews with other Staff-plus engineers. The book effectively dismantles the myth of the Staff engineer as simply a “better” Senior engineer, highlighting the unique challenges and opportunities these roles present. However, a potential weakness is that the book’s focus on individual contributor roles may not fully resonate with engineers aspiring to management positions. Additionally, while the book acknowledges the importance of aligning with organizational authority, it could benefit from a more critical examination of power dynamics and potential biases within organizations. Overall, “Staff Engineer” is a valuable resource for both aspiring and current Staff-plus engineers, offering practical guidance and insightful perspectives on navigating this critical career stage. Its emphasis on building relationships, prioritizing impactful work, and developing strong communication skills is particularly relevant in today’s rapidly evolving tech landscape, where technical expertise alone is no longer sufficient for effective leadership.
Flashcards
What are the four common Staff Engineer archetypes?
The Tech Lead guides team execution, the Architect shapes system design, the Solver tackles complex problems, and the Right Hand supports executives.
What are the primary responsibilities of Staff-plus engineers, beyond coding?
Setting technical direction, providing mentorship and sponsorship, injecting engineering context into organizational decisions, and undertaking exploratory work.
How can Staff-plus engineers effectively manage their time and energy?
Prioritizing high-impact work, avoiding “snacking” on low-impact tasks, “preening” with high-visibility but low-value activities, and “chasing ghosts” by pursuing misaligned initiatives.
What are the key non-technical skills for Staff-plus engineers?
Communication, collaboration, influence, active listening, consensus building, and the ability to “never be wrong” without dominating discussions.
What are some effective strategies for transitioning into a Staff-plus role?
Negotiate for the title during a job switch, find a company that highly values your skills, or “bake in place” by building internal credibility and securing a strong sponsor.
What are “informal gauges of seniority”?
Informal gauges of seniority are subjective measures of experience or conformity to stereotypes, often used in place of objective measures of merit.
What is “snacking” in the context of work prioritization?
Prioritizing easy, low-impact tasks over more challenging, high-impact work.
What is “preening” in the context of work prioritization?
Doing low-impact work that has high visibility within the organization.
What is “chasing ghosts” in the context of work prioritization?
Pursuing projects or initiatives that are no longer relevant or aligned with the company’s current needs.