A Meta engineer was denied a promotion despite a "Greatly Exceeds" rating due to a behavioral gap in cross-functional collaboration. This shows that lagging promotions hinge on consistently demonstrating the behaviors of the next level, not just delivering high impact at the current level.
A Tech Lead can't do everything. Using "recursive accountability," the lead (as the Directly Responsible Individual) delegates ownership of sub-problems to others. While they own their pieces, the lead remains ultimately accountable for the entire project, preventing a "that wasn't my part" mentality.
To deliver a high-stakes project on a tight deadline, an engineer took on product management responsibilities like defining scope and getting alignment. This ability to resolve ambiguity outside of pure engineering, which he calls the "product hybrid archetype," is a key differentiator for achieving senior-level impact.
An engineer recalled being an IC4 and thinking IC7 was an undesirable level of intensity. This fear shifted upward with each promotion; at IC6, he became open to IC7 but then felt the same about IC8. This shows how our perception of the "next level" changes as we grow and our ambitions evolve.
An engineer landed a career-defining project not by chance, but by design. He cultivated a reputation as a subject matter expert and high performer. When an unexpected staffing gap appeared (due to a senior's paternity leave), he was the obvious choice. This illustrates how to increase your "luck surface area" for opportunities.
Owning a project launch means being accountable for its success, requiring more than execution. It involves proactively identifying all possible failure modes (technical, infrastructural, etc.) and systematically working backward to prevent them. This active risk mitigation is the essence of strong ownership.
A great tech lead provides a safety net without micromanaging. The analogy is a driving instructor who starts with their hands near a second steering wheel, ready to intervene, but gradually backs off as trust builds with the student. This approach gives engineers freedom to grow while ensuring the project stays on track.
A problem's scope isn't fixed; your approach defines its impact. A UI error can be IC4 work (fix one), IC5 (fix all systematically), or IC6 (document the solution and build a tool to prevent it company-wide). The highest impact comes from creating leverage, not just completing tasks.
When his promotion was blocked by external factors, an engineer didn't scale back his efforts. He continued to take on work well above his level (IC4 doing IC5/IC6 work). This proactive approach during a frustrating period led to a top-tier rating and promotion once the freeze lifted.