> spotting what comes next and knowing how to solve it faster
This is such a strange mindset to me. Part of staff engineer is learning you don't need to solve tomorrow's problems. You solve it with the constraints you understand and leave room for expansion if needed.
Why do we have the opposite belief organizationally? And why as a manager would you want your top workers to be speculating about things you might want rather than achieving at the tasks you gave them?
This is such a strange mindset to me. Part of staff engineer is learning you don't need to solve tomorrow's problems. You solve it with the constraints you understand and leave room for expansion if needed.
Why do we have the opposite belief organizationally? And why as a manager would you want your top workers to be speculating about things you might want rather than achieving at the tasks you gave them?
(This is a genuine question.)