The 6 Behaviors That Define a True Senior Engineer

Have you seen how sometimes, in a team, an engineer with a lower designation gets more importance and say than some of their seniors?

Why do you think that happens? If the designation is all that matters, how come an engineer with a lower designation gets to have a more significant impact?

Many developers think that a title makes them a senior engineer. But I have seen firsthand that true seniority shines through behavior and teamwork.

Being a senior engineer is not just about what your designation says; it's about how you interact with others and tackle challenges.

Engineers earn their status through actions, not just years of experience or designation. The difference is clear when you watch how they lead projects and go about their daily work.

In this article, I'll dive into what really defines a senior engineer and why it matters to you if you want to have exponential career growth.

1. Leading Critical Discussions

A seasoned Senior Engineer recognizes when a conversation needs direction. It's not about dominating the conversation; instead, senior engineers use their experience to facilitate discussions toward a shared solution.

I remember a project where we had to solve a complex issue. With everyone trying to solve the problem their way, we were not making much headway. After multiple discussions, there was no clear progress.

At that point, one of our senior developers stepped in not to push their solution but to refocus the discussion. He asked the team to first identify the real pain point without thinking about how to solve it.

This simple shift helped us clarify what mattered most. From there, the senior developer kept everyone on track. He redirected the conversation when needed and ensured no voice was drowned out.

By doing so, we arrived at a solution that the team was confident in. At the same time, everyone felt heard and being part of the team.

The above example is a common scene in most project teams. Engineers without sufficient experience get lost in technical details or hold onto their ideas rigidly. They struggle to recognize when the conversation has gone off course. They fail to encourage productive dialogue.

The result?

A lack of consensus among team members, disengagement, and incomplete solutions.

Leading discussions with focus while encouraging input from all is a hallmark of a Senior Engineer. Seniority is not about having all the answers. It is about knowing how to guide the team toward finding them together.

2. Valuing Feedback from All Levels

You can easily identify a senior engineer by watching how they take feedback. They pay more importance to the data than to who is providing it. Even juniors feel comfortable sharing their thoughts with true senior engineers. Their experience has taught them that fresh perspectives can spark new ideas that experienced minds may overlook.

I have seen junior engineers bring fresh, unconventional ideas. When teams take those ideas and mould them with the experience of seniors, it significantly improves project outcomes.

Senior engineers with the right experience encourage all kinds of input by fostering a safe space. They welcome ideas even if they are not fully formed. If something isn't feasible, they offer a thoughtful explanation without shooting down the person who provided the input.

In contrast, engineers who lack maturity view feedback as a threat or criticism, taking it personally. They reject ideas quickly, stifling innovation and discouraging open dialogue. This, in turn, limits collaboration and keeps teams from arriving at the optimal solutions.

3. Creating Processes for Ambiguity

A Senior Engineer thrives in ambiguity. They don't shy away from unclear tasks; instead, they use their experience to break down complex situations into manageable, well-defined steps that their team can follow. The goal is always to remove confusion and ensure everyone knows what's expected, leading to higher-quality work and better productivity.

I recall a situation where our team was under pressure due to a critical issue. Status update pings flooded the IMs, distracting the engineers working to resolve the problem.

A senior team member stepped up and took ownership, becoming the sole point of contact for updates. This allowed the rest of the team to focus on solving the issue without unnecessary interruptions. It was a simple but effective process adjustment that led to faster resolution and better quality.

In contrast, less experienced engineers often struggle in such situations. They tend to buckle under pressure or get overwhelmed by unclear requirements. Instead of simplifying the process or asking for help, they might deliver subpar work or use ambiguity as an excuse for not performing their duties. They often fail to recognize the importance of creating clarity out of chaos.

Streamlining processes, especially in uncertain situations, is a clear mark of seniority. Senior engineers take control of ambiguity and turn it into an opportunity to lead and deliver results.

4. Public Credit, Private Feedback

Giving feedback in the right setting—publicly for praise and privately for improvement—is a key skill of a senior engineer. It maintains team morale and builds an environment of growth and respect.

Inexperienced engineers may mishandle feedback by airing frustrations in public. Their behavior can make others feel discouraged or criticized. Instead of providing constructive advice, they often vent, leaving the team feeling worse without any clear steps for improvement.

I once worked with an engineer who, while offering a solution, often suggested options that put more work on others. No brainer, others used to push back on these ideas. This created a lot of avoidable friction among team members.

In one such solution discussion, I had a private conversation with the engineer. I discussed how an alternate approach might be better. We agreed that an optimal solution that does not need effort from everyone else is the best approach.

Though the alternate approach meant more work for the engineer, it created a seamless experience for everyone else.

Publicly, I recognized the engineer for delivering such an efficient, transparent solution. This boosted their confidence and helped them think about future solutions with a broader perspective.

5. Asking Tough Questions with Respect

A Senior Engineer asks tough questions with respect and an open mind. They intend to guide the team toward better solutions without making a judgement on others' ideas.

Less experienced engineers often make the mistake of outright rejecting ideas. They may say things that come off as harsh. Usually, such behavior leads to defensiveness and discourages collaboration within the team.

A Senior Engineer knows that asking tough questions is crucial, but how they frame them makes all the difference. The goal is to challenge ideas to weed out potential issues. They ask questions to clarify their doubts rather than trying to show off their intellect.

For example, during any discussion, if you see a potential issue in the proposed solution, instead of saying, "I think that solution will create more problems and become a bottleneck," ask, "Could you help me understand how this approach will handle XYZ challenges?"

You can fill in XYZ with the point that you are concerned about.

This way, the other side can think through the problem and identify potential challenges without feeling like their idea was being shot down.

I also avoid making statements that might sound like judgments. Framing questions as requests for clarification allows people to reconsider their solutions constructively. It keeps the discussion focused on finding the best path forward.

6. Staying Focused on Business Outcomes

A Senior Engineer's ability to think beyond the code and align technical solutions with business outcomes is a crucial skill that sets them apart.

Senior Engineers understand that their work needs to align with the broader business goals. They don't focus on solving the problems in isolation. They take pride in creating scalable, adaptable solutions that meet both today's and future business needs.

Our team has a senior engineer who consistently strives to provide global solutions. They ensure solutions aren't just designed for our Services segment but consider their impact on future sales and renewals. This focus on long-term impact ensures their solutions align with the company's overall vision, making the work future-proof.

In contrast, less experienced engineers take the requirements at face value, translating them into code without considering the wider impact. While this approach might work in the short term, it often leads to future complications. They overlook the broader business needs and product vision. Lack of business acumen limits their ability to build solutions that align with the company's goals.

Take Away: Be a True Senior Engineer

As a software engineer, the takeaway from this article is clear: your value as a Senior Engineer comes from your ability to elevate your team, not just your technical skill.

Focus on fostering collaboration, asking the right questions, and aligning your work with the bigger picture. How you guide, support, and encourage others defines your seniority.

The key to your growth lies in shaping your team's delivery and creating long-term impact. It's time to embrace your role in driving real change and grow exponentially.

---

Subscribe to my free newsletter to get stories delivered directly to your mailbox.