During my first years as an engineering manager in 2022, I promoted a junior engineer to an intermediate position in about 1 year. A few years later, this person was promoted again from a support engineer to a product-building engineer. And through the span of my time managing this person, they received multiple raises and equity grants for their ability to get critical projects over the line and build the organizational intelligence of the team while doing it.
Every week, I checked in with this engineer, giving them a space to process their work challenges and come up with paths forward that aligned with growing the business. Every month, I conducted career growth sessions, giving them a space to consider ways they could invest more in themselves and ultimately in the business.
In one particular check-in with this person, I asked, “What do you see yourself doing in five years?” And their answer was “I'd like to become a manager.” I said, “Tell me how.”
This work of building teams by raising the funding potential of an individual doesn't happen by mistake, and it also does not happen quickly. Raising funds for your position requires an intentional process, and one that is not taken for granted. A goal and a gift.
In similar timing, about six months later, I supported the promotion cycle for another one of my engineers, and over my tenure at Affirm, I had seen the team grow from one (me and one other person) to nine through hiring and the acquisition of engineers from other teams.
People come and go... but building a team, just like promoting someone, requires constructing a personal belief that:
“I know how to grow this business.”