I recently got turned down from a team lead role at AWS and the only feedback i got was that I seemed technically strong and understood performance management in theory but had not performance managed enough members of my team. The problem i have with this is that IMHO if I'm performance managing someone it's more than likely mine or the organisations failing; we've hired or promoted someone into the wrong role, or we've created an environment for failure or something had drastically changed in the individuals life. Fortunately for me these have not really happened to any great extent but that was unfortunate for my AWS interview.
I've a suspicion that I rubbed the group lead the wrong as I asked him a couple of times, non confrontationally and from a place of genuine interest, what he did to set the direction of the group and he didn't really have any answer, still not sure what he actually does.
Former AWS dev here -- the bar is the same but the workloads can be so insane that you meet the requirements faster than anywhere else in the company (there was one engineer that made principal like 5-6 years out of undergrad, which means they would've had to have been promoted every 1-2 years assuming they were hired as an L4). I think parent comment might be referring to more lenient stack ranking policies, I never experienced any of it during my time there but then again I saw teams with 20-30% annual turnover rates so no need to force people out when they're already showing themselves the door I guess :)
looking at our (we're naturally not FAANG, not even close) dept recent big promotions around - a principal
6 year out of undergrad. No need for insane workloads, just great soft skills around high management people, and the lack of experience and knowledge just helps to always be in enthusiastic agreement with instead of questioning that high management's not smart, to say the least, decisions .
At Amazon, principal means you can direct organization wide technical strategy, implement the foundations and mentor others. It’s an insane bar internally.
in our case that specific person now owns all the aspects of a huge platform (~400 people), right next after the VP of our org (and being an engineer on a pet project of that VP is what resulted in such a career jump). The platform of course is just nowhere to be of any success - it is an unmanageable pile of modern sounding technologies (based on k8s of course; and you name any buzzword - we have it) done in our very "enterprisey" way - yet "we're making progress".
I actually was a principal at one mid-size a decade ago. I went there as an IC and was very clear about that, and they gave me the high level just to bring me in. Nevertheless the principal related crap - powerpointing/etc. - was creeping in, and after the first yearly vest i left, despite all the raises in the counter to keep me, for a normal senior engineer position at another place. 2 years later they tried to bring me back as a chief architect to build a new platform, and i almost went there as the project sounded great, just in the last moment right before accepting the offer i really remembered why i left - the technical work will be overwhelmed by the "organizational" work.
I have multiple friends at AWS and they work 35 hour weeks, around the same as me. With that said I’ve noticed very fast promo cycles in nearly all Tier 1 service supporting teams, both AWS and CDO.
Man I should've done my research before joining, my team was regularly pulling 70+ hour weeks including weekends for the first four/five months I was there (granted we were understaffed and behind schedule for launch at re:Invent at the time). Grateful for the experience because everything else feels like a breeze afterwards, but also definitely never putting up with that again lol
