Triangular Diagram of Seniority
Instead of getting frustrated with team members who can't get things done in one go, I believe we need to provide the support the team needs for their current skill level.
People are divided into 3 groups. Developers are split into 5 groups. Managers fall into 7 groups... Our world is divided into 2 parts…. I’m just making it up but you know these kind of lists are everywhere. Why do we love to classify this much? Because we try to establish a fair system based on a common ground.
So, here's my take—I’ve sorted professionals based on their competencies.
The reason? Sometimes in a team, instead of getting frustrated with team members who can't get things done in one go, I believe we need to provide the support they need for their current skill level.
That means, sadly, a seasoned pro may need more guidance than a fresh grad. Experience and mindset aren’t automatically downloaded.
Below is my triangular diagram summarizing the levels of developer seniority, categorized by the frequency of required reviews for each level. In my model, I didn't divide people by graduation year, but by how many times their work needs to be reviewed before it's good to go.
Junior - New Beginners
The Number of Reviews Needed: 3-4 or More
Description: Have completed training in software development. They are eager to learn and gain practical experience in their area. Likely completed 1-2 straightforward projects. They help with group tasks rather than leading them.
Complexity of Problems: Typically involved in small-scale projects. Assignments are straightforward with clear instructions and expected outcomes.
Autonomy: Limited. Heavily reliant on instructions and frequent feedback from senior team members.
Technical Involvement: Basic tasks such as initial data collection, preliminary analysis, or entry-level coding.
Collaboration: Frequently works in a team setting as a supportive role, contributing to group tasks rather than leading. Juniors are beginning to understand the importance of their role and the impact of their work. They are learning to take responsibility for their code and its effects on the project.
Learning Curve: High, with significant guidance needed to understand process flows and operational protocols.
Reference: According to McKinsey, nurturing a growth mindset in junior employees can accelerate their development and lead to higher performance levels (McKinsey Quarterly, 2021).
Mid-Levels
The Number of Reviews Needed: 3-4
Description: Worked on 3-5 moderately complex projects. Starts taking responsibility for small parts of bigger projects and contributes more in team settings.
Complexity of Problems: Engaged in moderately complex tasks that require a basic understanding of multiple domains within their field. They are comfortable researching solutions and applying their knowledge to overcome obstacles.
Autonomy: Can perform tasks independently but still requires periodic reviews and mentoring.
Technical Involvement: Handles more diverse and slightly more complex tasks than junior roles; may include simple project management and execution.
Collaboration: Begins taking responsibility for small sections of larger projects and contributes more meaningfully in team settings. They take ownership of their tasks and are accountable for their outcomes. Mid-level developers understand the broader impact of their work on the project and the team.
Learning Curve: Modest, with ongoing training and mentorship to strengthen foundational skills.
Reference: Harvard Business Review highlights that employees who take ownership of their work are more likely to contribute to innovative solutions and drive team success (Harvard Business Review, 2020).
Seniors
The Number of Reviews Needed: 1-2 in extraordinary cases; some tasks may not require any review.
Description: Led 5-10 advanced, complex projects with little oversight. They take full responsibility for their work and its impact on the project.
Complexity of Problems: Engages with very complex, high-stakes projects requiring advanced domain knowledge and strategic thinking.
Autonomy: High. Trusted to handle critical aspects of projects with minimal oversight, including full-cycle project management. They mentor junior and mid-level developers, guiding them through challenging issues.
Technical Involvement: Deep involvement in designing and architecting solutions; troubleshooting significant problems; capable of making high-level technical decisions.
Collaboration: They take full responsibility for their work and its impact on the project. Senior developers lead by example, fostering a culture of accountability within the team.
Learning Curve: Continuous professional development and staying abreast of cutting-edge advancements within their field; ongoing leadership and strategic training.
Reference: Boston Consulting Group notes that leaders who embody a growth mindset and accountability inspire their teams to achieve higher levels of performance and innovation (BCG Perspectives, 2019).
Self-Managers
The Number of Reviews Needed: Self-managers require periodic check-ins or feedback sessions rather than task basis reviews
Description: Handled 10+ high-level projects independently. They take full responsibility for their work, can lead projects, make strategic decisions, and drive initiatives without constant oversight. They're able to define their next task without being supervised. They require periodic feedback sessions to stay aligned with organizational objectives but do not need regular task-based reviews.
Complexity of Problems: Tackles projects with significant complexity, involving multiple variables and potential non-linear outcomes.
Autonomy: High. Capable of managing tasks and smaller projects mostly independently; knows when to seek guidance.
Technical Involvement: Leads specific areas of projects or distinct, complex tasks; provides technical insights and solutions.
Collaboration: Frequently acts as a liaison between junior members and management; helps coordinate efforts in team projects; may bring in and vet new tools and methodologies.
Responsibility: They operate with a high degree of autonomy and take full responsibility for their work. Self-managers can lead projects, make strategic decisions, and drive initiatives without the need for constant managerial oversight.
Learning Curve: Enhanced skill set in self-directed learning and problem-solving.
They not only address immediate issues but also anticipate potential challenges and proactively develop solutions.
Reference: Bain & Company emphasizes that self-managing teams can significantly enhance productivity and innovation by leveraging the autonomy and expertise of highly skilled professionals (Bain & Company, 2020).
Intrapreneurs and Entrepreneurs
The Number of Reviews Needed: no review is required
Description: Entrepreneurs in the context of developers are proactive individuals who not only possess advanced technical skills but also have a strong business acumen. They can identify opportunities, innovate, and lead the development of new products or features. They are often involved in startup ventures or initiate new projects within larger organizations.
Complexity of Problems: Deals with multifaceted and often ambiguous challenges that require a blend of strategic vision and operational execution. Problems are usually systemic, involving market dynamics, business models, and high-level strategic decisions.
Autonomy: Total. Operate independently, making key decisions that shape the direction of the entire organization. Self-reliance is paramount, and they often innovate solutions in uncharted territories.
Technical Involvement: Varied, depending on the nature of the venture. May involve deep technical expertise if the business is in a specialized field or broader strategic oversight in other scenarios. Often responsible for integrating technologies or solutions into the business model.
Collaboration: Leads and mentors team members, builds networks, and establishes partnerships. Acts as the primary driver of the business vision and culture. Responsible for hiring, leading, and inspiring the team while also engaging with investors, stakeholders, and customers.
Learning Curve: Exponential. Must continuously learn and adapt to new business landscapes, market conditions, and technological advancements. Requires a constant evolution of skills in leadership, strategy, finance, and innovation.
Reference: According to Harvard Business Review, fostering an entrepreneurial spirit within organizations (intrapreneurship) can lead to significant competitive advantages and drive sustained innovation (Harvard Business Review, 2019).
Conclusion
Understanding the seniority levels in your team involves more than assessing their technical skills and their graduation year. It requires evaluating their problem-solving abilities, the complexity of the projects they were able to be part of. Because, again, experience isn't automatically downloaded…
References
1. McKinsey Quarterly, "The Importance of a Growth Mindset in Organizations," 2021.
2. Harvard Business Review, "Taking Ownership of Work: The Key to Team Success," 2020.
3. Boston Consulting Group, "Leadership and Innovation: The Role of Accountability," BCG Perspectives, 2019.
4. Bain & Company, "The Impact of Effective Team Management on Project Success," 2020.
5. Harvard Business Review, "The Power of Intrapreneurship," 2019.