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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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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione si basa sul video “The Skills You’ll Need to be a Senior Software Developer”. Le parole che ritornano più spesso: senior, engineer, skills, technical, interview. Questo video contiene 153 frasi e 2924 parole da ripetere con lo shadowing. Il parlato dura 17:18. Chi parla ha un ritmo naturale di circa 169 parole al minuto, vicino a una conversazione quotidiana. Il 89% delle parole rientra nelle 3.000 più comuni dell’inglese, quindi il lessico è facile da seguire. 45 delle sue 153 frasi sono domande: un buon esercizio per l’intonazione interrogativa e le risposte brevi.
Vocaboli chiave di questo video
15 parole del video che vale la pena imparare, con pronuncia e significato:
| Parola | Pronuncia | Significato |
|---|---|---|
| skill sostantivo | /skɪl/ | abilità, capacità |
| feedback sostantivo | /ˈfiːdˌbæk/ | valutazione, riscontro |
| requirement sostantivo | /ɹɪˈkwaɪɹmənt/ | requisito |
| define verbo | /dɪˈfaɪn/ | definire, determinare |
| communicate verbo | /kəˈmjuːnɪkeɪt/ | comunicare, informare |
| assess verbo | /əˈsɛs/ | valutare, stimare |
| behavioral aggettivo | /bɪˈheɪvjəɹəl/ | comportamentale |
| topic sostantivo | /ˈtɑpɪk/ | tema, categoria |
| aspect sostantivo | /ˈæspɛkt/ | aspetto |
| potentially avverbio | /pəˈtɛnʃ(ə)li/ | potenzialmente |
| enterprise sostantivo | /ˈɛntəˌpɹaɪz/ | impresa |
| initiative sostantivo | /ɪˈnɪʃ.ə.tɪv/ | iniziativa |
| convince verbo | /kənˈvɪns/ | convincere |
| scope sostantivo | /skəʊp/ | ambito, scopo |
| completion sostantivo | /kəmˈpliː.ʃən/ | completamento |
I phrasal verb che sentirai
| Parola | Pronuncia | Significato |
|---|---|---|
| end up verbo | andare a finire, finire | |
| get through verbo | /ɡɛt ˈθɹu/ | superare, farcela |
| go out verbo | uscire, andare fuori | |
| pick up verbo | tirare su, sollevare | |
| throw out verbo | /ˈθɹəʊ ˌaʊt/ | buttare via, rigettare |
Frasi da ripetere
Frasi brevi e complete del video che puoi riutilizzare nella conversazione di tutti i giorni:
- 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 grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| Present perfect continuous have/has been + -ing — un’azione iniziata prima e ancora in corso | they've been working · haven't been thinking · have been using |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | again, which is · have, which is · somebody who can |
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | hasn't made · have you implemented · you've heard |
Pronuncia a cui fare attenzione
Chi parla usa 62 contrazioni e forme ridotte, come you're, I'm, doesn't. Pronunciale nella forma breve, così come le senti.
- I suoni “sh” e “zh”: potentially /pəˈtɛnʃ(ə)li/, initiative /ɪˈnɪʃ.ə.tɪv/, completion /kəmˈpliː.ʃən/, cache /kæʃ/, implication /ˌɪmpləˈkeɪʃən/
- Parole lunghe — attenzione all’accento: communicate /kəˈmjuːnɪkeɪt/, behavioral /bɪˈheɪvjəɹəl/, potentially /pəˈtɛnʃ(ə)li/, initiative /ɪˈnɪʃ.ə.tɪv/, technically /ˈtɛk.nɪˌkəl.i/
I suoni difficili per chi parla italiano:
- /h/ — va soffiata, non è muta: behavioral /bɪˈheɪvjəɹəl/, whereas /(h)wɛɹˈæz/, hone /hoʊn/, stakeholder /ˈsteɪkˌhəʊl.də/, hurdle /ˈhɝd(ə)l/
- Consonante finale — senza aggiungere una vocale dopo: feedback /ˈfiːdˌbæk/, requirement /ɹɪˈkwaɪɹmənt/, communicate /kəˈmjuːnɪkeɪt/, assess /əˈsɛs/, matrix /ˈmeɪ.tɹɪks/
- /æ/ — più aperta della “e”: feedback /ˈfiːdˌbæk/, aspect /ˈæspɛkt/, adapt /əˈdæpt/, cache /kæʃ/, afterwards /ˈæf.tɚ.wɚdz/
Come esercitarsi con questo video
- Ascolta tutto il video una volta senza parlare e annota le parole che non conosci.
- Inizia a velocità 0,75×, fai shadowing frase per frase e torna alla velocità normale quando diventa facile.
- Registrati e confronta con l’originale, facendo attenzione a parole come skill, feedback, requirement.
Cos'è la tecnica dello Shadowing?
Shadowing è una tecnica di apprendimento delle lingue supportata da studi scientifici, originariamente sviluppata per la formazione dei traduttori professionisti e resa popolare dal poliglotta Dr. Alexander Arguelles. Il metodo è semplice ma potente: ascolti un audio in inglese di madrelingua e lo ripeti immediatamente ad alta voce — come un'ombra che segue il parlante con un ritardo di solo 1–2 secondi. A differenza dell'ascolto passivo o degli esercizi di grammatica, lo shadowing costringe il tuo cervello e i muscoli della bocca a elaborare e riprodurre simultaneamente i modelli di discorso reale. La ricerca dimostra che migliora significativamente la precisione della pronuncia, l'intonazione, il ritmo, il discorso connesso, la comprensione dell'ascolto e la fluidità del parlato — rendendolo uno dei metodi più efficaci per la preparazione alla prova di speaking dell'IELTS e per la comunicazione reale in inglese.