Pratique du Shadowing: The Skills You’ll Need to be a Senior Software Developer - Apprendre l'anglais à l'oral avec la vidéo
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Welcome to today's video.
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In this video we're going to go over the skills that it takes to be a senior software developer.
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We will be covering what those skills are, how to present those skills in an interview,
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and also what steps to take to move into a senior role.
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Welcome to the Life at Miro channel.
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Let's get started.
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Hi, my name is Alyssa and I'm our technical sourcer for engineering.
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Hi, my name is Elliot Monofy and I am a senior engineering manager in Enterprise.
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So some of the things that I look for in an interview, basically we have about 30 minutes,
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so I have to get through kind of a lot of content really quickly.
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So some of the things that I'm checking for because I'm not so much deeply technical in the way that Elliot is,
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is communication skills and style.
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Are you clear?
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Are you structured?
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Do I understand kind of the journey that you're taking me on?
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I know that this is really important for you too.
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How do you assess like communication when you're when you're speaking with candidates?
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Yeah, for communication generally we do behavioral style interviews and so
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when you're doing a behavioral style interview you want the interviewee to be telling
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you taking you on a journey telling you a story about the time
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that they worked on a project or a time
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that they dealt with the situation right and
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so being able to coherently form that story
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so I understand what happened how they were part of
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that story where they fit into the puzzle is very important in understanding what their role is what skills they have.
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What their scope is.
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Exactly.
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And so if there's not a fully formed story there,
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it's very hard to really get what they're trying to tell you and where they were doing something, or their manager was doing it,
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or somebody else on the team because they're not being very clear.
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And so communication ends up being the number one thing that we're looking for in these calls.
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People will say, we did, whereas it helps to be more clear when you say, I drove or I led.
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I did this thing that way I have a very clear idea of what it is
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that you did rather than like kind of what the team did overall.
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And with that you can also mention which parts your manager did
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which parts other members of the team did because you can't do everything right?
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Exactly.
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Especially as a senior engineer many times you'll be taking the requirements from a you know PM
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or somebody else on the team and you'll be breaking those down so that other engineers, less senior engineers will pick up that work.
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And if you're not doing that work, that's okay to mention, right?
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You may be instead focused on things like designing the architecture of the system or some other aspects or communicating with stakeholders,
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working cross -functionally.
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There's so many other aspects to being a senior engineer that go way past what the other engineer's roles are.
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Are there any, because you're doing the recruiter screen, right?
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And I feel like in the recruiter screen you're obviously looking for clear signs
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that this person hasn't made it to that senior role just yet right
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so that we so that you know they they don't you know end up
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that we know that it's a fit from the start right what are the signs for you
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that are clear
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that this person is not ready yet for a senior role well we already kind of touched on communication style
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but I would say kind of the scope of the overall work
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so are you what I'm looking for for senior basically is
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have you implemented basically from the beginning the overall plan you need to execute the initiative
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so meeting with as you said meeting with stakeholders breaking down
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those requirements also after the the initiative is done are you still maintaining it
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and and if you don't have those things then
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that makes me think maybe not quite a senior right now
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but definitely we can get there
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and then generally after your call with them we go into those uh more technical interviews right
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and in these technical interviews we start assessing uh especially in the system design interview
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we start assessing more of the the technical skills
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that we see from the candidate right their ability to adapt
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to new technologies uh to do research on those technologies understand what is out there
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and how they can use them to build a system that has multiple services with lots of different communication between the services,
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know when which pieces of design best fit and where to make the greatest trade -offs to make resilient
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systems that can have millions of customers, which Miro does.
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Something I always talk about in my initial screening with candidates is just how important the system design is for Miro.
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Here you touched on it, it is kind of breaking down the requirements.
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How are you.. considering what some of the trade -offs are and maybe,
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for example, if one of the interviewers doesn't ask you or asks you something that you may not know the answer to,
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still making a decision and still sticking with it, even though right now it may not be the best thing.
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Yeah, I think the big thing there, right, is that even if you don't, if you've never, let's say,
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worked with every piece of technology, not everybody can.
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Yeah.
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But when you get that list of technical
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and non -technical requirements from the interviewers in
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that system design to be able to understand what it is
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that are the goals and that come from those requirements and understand that, hey, when I'm picking out a cache, when I'm picking out a database,
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I may not know all the options that are out there.
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I may default to one that I've used before.
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But if I know that the one I've used before doesn't meet the requirements, then to even say that in the interview,
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hey, I would go do research for on these things.
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I'm looking for a cash that is best for x y
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and z and it should i don't care about that other thing
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and so that you you show that you can go out there
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and investigate because nobody has all the answers all the time right
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and there's also some maturity there to not just throw out hey i'm gonna use this buzzword here exactly
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because we'll find it out and then you won't do
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so well that doesn't show the maturity of a senior engineer
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and then generally after that round right we get into the the um the behavioral rounds, right?
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We have two of those and that's where we start to get a little bit,
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it's a little bit more of a mix of soft skills and technical, right?
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And those will be a little bit more project focused interviews, though we do sprinkle in some other questions, right?
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And I think the biggest item for us here on the seniority, and I think you've heard
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this from us a lot feedback for the candidates is the ability to pull from a large resource of examples.
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Exactly.
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And having clear, personalized examples, that really, I mean, you said this in the beginning,
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it really helps to wrap your head around what it is that the person did.
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This also shows that this person is thinking and storytelling in a structured way.
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Because one of the problems
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we see is a lot of times people will use the same example multiple times in one interview or over separate interviews,
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even though the question is widely different.
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They just adapt an answer as much as they can.
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And this usually shows that they just don't have the experience that we're looking for from them.
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They have maybe one really good example and they're just trying to use that again, which is fine right and experience would come with time
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and it comes with with working and
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and getting to run into really challenging things
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and each one of those comes with learnings
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and i think learnings is the next thing i want to talk about here
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and i think is really key for a strong engineer is
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that strong engineers also they learn from both their successes
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and their failures yes um and so i feel that when you're doing the interviews,
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being able to call out areas in which you succeeded
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or failed and what you learned from those
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and how you have taken those learnings back into your work is really key to being a senior engineer.
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I think this is also like a clear marker of a senior.
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Of course you failed, but how do you kind of implement the failure
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and take it to like turn it into a positive basically.
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Another thing I am always looking for when I'm speaking with a senior
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and something that's like a clear indicator to me is feedback.
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How do you give, how do you receive feedback, how do you ingest it?
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When you're working on a team it's really important that you're like actively soliciting feedback.
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Okay how can I improve on this?
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What can I do?
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Does this work?
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Does this not work?
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And that is what a lot of our teams do at Miro, we find feedback really important.
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Feedback is kind of one part of a greater ability for people to not only learn themselves,
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but also help other people learn and grow, whether that's part of mentoring or part of even,
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I think this falls into the same place as feedback,
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but being able to, let's say two people are challenging each other on a single solution
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or path forward technically or even non -technically
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and sometimes you may find yourself convincing others
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but sometimes you also may find yourself being convinced right and
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and someone who's senior can cannot be stubborn
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and can be like hey look that person's right we should go with
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that one and or even you know the term that
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that we use all the time disagree and commit right yeah
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because someone who's truly senior doesn't always hold their ideas as part of themselves.
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A lot of what is the most important.
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in addition to the technical skills are the soft skills
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because you need to be able to like fit on the team
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and work in a way that basically you're not the blocker.
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I would actually say
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that soft skills are usually the biggest hurdle for an engineer to take to get from the normal
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software engineer role to a senior engineer because the technical chops are something they've been working on for years.
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But at that point, they haven't been thinking about leading other people, working across teams, working across functions, their communication skills.
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And usually that's the one that's lacking, right?
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And so it actually is quite challenging for them to learn those skills.
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But I do think it is possible.
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And I think that's the kind of the next area I wanted us to talk about
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which is kind of how do you what are the steps
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that an engineer can take to move into that
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that senior role at Miro we have a pretty well -defined rubric for doing
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that we call it the career matrix it has a set of eight individual competencies
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and one what we call a core competency
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and generally the the idea of this is it gives the
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engineers something to build their IDP off of their individual development plan.
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Generally what you would want to do as an engineer whether you're at Miro
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or outside of Miro is you speak with other more senior engineers on your team, you speak with your manager,
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you receive as much feedback into these development areas as to where you believe you're strong
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and where you happen to be weak, right?
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And we can't expect everyone to be perfected everything
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but generally you want to hit as many of these competencies as possible yeah and so
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when you find your your weaknesses you find
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you create a plan as to how you want to develop in those areas yeah
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and um the career matrix for us is a like a clear defined structure everyone has access to it
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and so you can kind of see like what level you are at now
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and what you can do to take yourself to the next level
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and as much as it is on your manager and business need and stuff like that,
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it's really on you and what are you going to do to get there?
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And I think the best part about it is that by clearly defining it,
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at least within Miro, we have a baseline of what it means to be senior, right?
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There's not as much of this, you know, everyone being at different levels,
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it's pretty calibrated across the organization is this is what we believe a senior is, these are the things that they contribute to the company,
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these are the skills that they have, which is really great and it also makes it very easy for non -engineers to go in
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and see what it is that you need.
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Exactly and I know
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that you recruiters have been using it quite a lot to understand what it is we're looking for in these roles.
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Yeah another thing I wanted to mention and this goes kind of hand -in -hand with the matrix is impact.
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As a senior basically the work that you're doing needs to be visible
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and it needs to have an impact on not only your team but on customer business metrics.
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Yeah, no, I agree with you.
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I would say that all of the little individual competencies that we talk about are just a way to hone your skills.
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But when someone truly becomes senior, generally here at Miro, we believe it's somebody who can take a pretty complex project,
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break it down for potentially up to five engineers within their team to pick it up and deliver successfully at Miro.
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And additionally, that project should have a pretty strong impact at the company, right?
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It should be moving some of our objectives and actually making a difference.
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And like you said, this generally brings visibility back at
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that senior engineer because most people will know that they're the one who helped drive this project to completion, right?
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Yeah.
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And something I touched on earlier is not only driving the project to completion
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but maintaining it afterwards because it's easy or I don't want to say easy
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but anyone can kind of get a project across the line
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but then what do you do with it after it's done how do you kind of keep it up
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and continue to make an impact in
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that area as you are getting more senior I did mention this a little bit at the top
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but how do you communicate with non -technical stakeholders and
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that is something that I'm also looking for I'm not the most technical person, but I need to be able to understand,
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okay, what did you do?
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How do you break it down so that someone like me can clearly understand
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and digest what your impact has been on the org?
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For you, what is one of the clear markers that somebody can communicate with someone non -technical?
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Generally, if their manager doesn't have to step in.
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No, I'm kidding around there a little bit.
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But generally, for some of the really complex projects that we have, especially within the enterprise stream, which is the stream that I'm working in,
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a lot of times
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you may have to get involved with other teams like even the legal team at the company
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or the security team or some of these other teams
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that may not be as as technical or you're speaking to the you know
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CPO or COO or some other role at the company and
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when you're speaking to people in these roles they don't understand the technical implications of the things
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that you're mentioning right yeah and And we would prefer for a senior engineer,
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and we expect for a senior engineer to not have to pull anyone else into that conversation, including their manager.
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They should be able to hold that conversation pretty easily on their own
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and break down those very technical challenges into something that's digestible and the other person can understand.
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So the final topic that we were hoping to speak with you today is picking between the individual contributor track,
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which is more like a senior software engineer, or the management track, which is an engineering manager.
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Once you reach this fork in the road, especially here at Miro, you have to start understanding which skills you're looking to hone.
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As a senior engineer, you need to continue focusing on those technical skills
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and start asking your manager for larger and more complex projects
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that are potentially going to have an even larger impact on the organization as a whole.
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If you instead try to speak to your manager about going into the management role,
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this is where you need to start honing your kind of project management skills, your people management skills, delivery,
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some of the other skills that maybe you haven't been focusing on over the previous years in your career.
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If you want to hear more about this, we actually have another video that we'll be posting, and this will dive deeper into this topic.
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We covered quite a lot of content today.
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Are there any skills that we missed?
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If so, please comment below.
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Vocabulaire et conseils d’expression pour cette leçon
Cette leçon d’expression orale s’appuie sur la vidéo « The Skills You’ll Need to be a Senior Software Developer ». Les mots qui reviennent le plus souvent : senior, engineer, skills, technical, interview. Cette vidéo contient 153 phrases et 2924 mots à répéter en shadowing. La partie parlée dure 17:18. Le locuteur parle à un rythme naturel d’environ 169 mots par minute, proche d’une conversation courante. 89 % des mots font partie des 3 000 mots les plus courants en anglais, le vocabulaire est donc facile à suivre. 45 de ses 153 phrases sont des questions : un bon entraînement pour l’intonation interrogative et les réponses courtes.
Vocabulaire clé de cette vidéo
15 mots de la vidéo à retenir, avec leur prononciation et leur sens :
| Mot | Prononciation | Sens |
|---|---|---|
| skill nom | /skɪl/ | habileté, compétence |
| feedback nom | /ˈfiːdˌbæk/ | évaluation, réaction |
| requirement nom | /ɹɪˈkwaɪɹmənt/ | exigence, besoin |
| define verbe | /dɪˈfaɪn/ | déterminer |
| communicate verbe | /kəˈmjuːnɪkeɪt/ | communiquer |
| assess verbe | /əˈsɛs/ | estimer, évaluer |
| behavioral adjectif | /bɪˈheɪvjəɹəl/ | comportemental |
| topic nom | /ˈtɑpɪk/ | sujet, thème |
| aspect nom | /ˈæspɛkt/ | aspect |
| potentially adverbe | /pəˈtɛnʃ(ə)li/ | potentiellement |
| enterprise nom | /ˈɛntəˌpɹaɪz/ | entreprise |
| initiative nom | /ɪˈnɪʃ.ə.tɪv/ | initiative |
| convince verbe | /kənˈvɪns/ | convaincre, persuader |
| scope nom | /skəʊp/ | portée |
| completion nom | /kəmˈpliː.ʃən/ | achèvement |
Les verbes à particule que vous entendrez
| Mot | Prononciation | Sens |
|---|---|---|
| break down verbe | tomber en panne | |
| pick out verbe | distinguer, faire la distinction | |
| call out verbe | préciser, spécifier | |
| end up verbe | se terminer, se finir | |
| get through verbe | /ɡɛt ˈθɹu/ | franchir |
| go out verbe | sortir | |
| pick up verbe | soulever |
Des phrases à répéter
Des phrases courtes et complètes de la vidéo, à réutiliser dans la conversation de tous les jours :
- Do I understand the journey that you're taking me on?
- Because you're doing the recruiter screen, right?
- How do you receive feedback?
- How do you ingest it?
- Are there any skills that we missed?
La grammaire de cette vidéo
Les structures que le locuteur utilise le plus, avec les mots exacts de la vidéo :
| Structure | Dans la vidéo |
|---|---|
| Present perfect continu have/has been + -ing — une action commencée avant et toujours en cours | they've been working · haven't been thinking · have been using |
| Propositions relatives who / which + proposition — une précision sur une personne ou une chose | again, which is · have, which is · somebody who can |
| Present perfect have/has + participe passé — une action passée qui compte encore maintenant | hasn't made · have you implemented · you've heard |
Prononciation à surveiller
Le locuteur utilise 62 contractions et formes réduites, comme you're, I'm, doesn't. Prononcez-les sous leur forme courte, telles que vous les entendez.
- Les sons « sh » et « zh »: potentially /pəˈtɛnʃ(ə)li/, initiative /ɪˈnɪʃ.ə.tɪv/, completion /kəmˈpliː.ʃən/, cache /kæʃ/, implication /ˌɪmpləˈkeɪʃən/
- Mots longs — placez bien l’accent: communicate /kəˈmjuːnɪkeɪt/, behavioral /bɪˈheɪvjəɹəl/, potentially /pəˈtɛnʃ(ə)li/, initiative /ɪˈnɪʃ.ə.tɪv/, technically /ˈtɛk.nɪˌkəl.i/
Les sons difficiles pour les francophones :
- /h/ — il se souffle, il n’est pas muet: behavioral /bɪˈheɪvjəɹəl/, whereas /(h)wɛɹˈæz/, hone /hoʊn/, stakeholder /ˈsteɪkˌhəʊl.də/, hurdle /ˈhɝd(ə)l/
- /tʃ/ et /dʒ/ — à ne pas adoucir en « ch » et « j »: architecture /ˈɑː.kɪˌtɛk.t͡ʃə/, objective /ɒbˈd͡ʒɛk.tɪv/, chop /t͡ʃɑp/, digest /daɪˈd͡ʒɛst/, digestible /daɪˈdʒɛstəbəɫ/
- /r/ anglais — langue recourbée, sans frotter la gorge: requirement /ɹɪˈkwaɪɹmənt/, matrix /ˈmeɪ.tɹɪks/, behavioral /bɪˈheɪvjəɹəl/, enterprise /ˈɛntəˌpɹaɪz/, recruit /ɹɪˈkɹut/
Comment s’entraîner avec cette vidéo
- Écoutez la vidéo en entier une fois sans parler et notez les mots que vous ne connaissez pas.
- Commencez à la vitesse 0,75×, répétez phrase par phrase, puis revenez à la vitesse normale quand cela devient facile.
- Enregistrez-vous et comparez avec l’original, en faisant attention à des mots comme skill, feedback, requirement.
Qu'est-ce que la technique du Shadowing ?
Le Shadowing est une technique d'apprentissage des langues fondée sur la science, développée à l'origine pour la formation des interprètes professionnels. Le principe est simple mais puissant : vous écoutez de l'anglais natif et le répétez immédiatement à voix haute — comme une ombre suivant le locuteur avec un décalage de 1 à 2 secondes. Les recherches montrent une amélioration significative de la précision de la prononciation, de l'intonation, du rythme, des liaisons, de la compréhension orale et de la fluidité.