How Engineering Leaders Think About Career Growth

When I speak with engineering leaders about growth, the conversation often starts with what they want to do next. But things get more interesting when I put on my coaching hat and ask why.

The truth is, people define “growth” and reaching the “next level” in different ways. Motivations evolve as we do — because we’re all works in progress! One thing I know for sure is that your values are a dependable guide as you navigate your career.

So, how can you tap into your sense of purpose and values to better understand what growth means to you? Here are a few reflective questions to consider:

• What values are most important to me right now?
• What is my purpose?
• What parts of my work energize me?
• What parts drain me?
• Is my potential being fully realized?
• What part of me longs to be seen? And by whom?
• How will I know when I’ve reached my potential? What will that feel like?
• What does fulfillment mean to me?

Spoiler alert: Career growth doesn’t always come with a new title. Often, the drive for a title is fueled by optics and ego. Real growth comes from within. You may spend years working toward becoming a CTO, only to realize that once you’re there, the role no longer feels fulfilling.

Tapping into new areas of growth is a lifelong pursuit. In my 15+ years of working with engineers, here are ten common drivers for career transitions I hear from engineering leaders:

1. Industry — A desire to explore a new industry, engage with different customers, and solve new challenges.
2. Mission — Wanting your work to make a meaningful, positive impact on the world.
3. Team Size — Seeking to manage fewer teams (or none at all) — or scale to lead larger ones.
4. Technical Challenges — Feeling the need for more intellectually stimulating problems.
5. People — Craving the opportunity to work with and learn from different colleagues.
6. Board/Advisor — Transitioning from operations to advisory or independent board roles.
7. Company Stage — Wanting to experience different stages, like scaling a startup, leading at hyper-growth, or switching between public and private companies.
8. Founder — Aspiring to start your own company.
9. Visibility & Impact — Seeking greater influence, a “seat at the table,” or a role closer to business and product strategy.
10. Scope/Function — Expanding responsibilities, like shifting from leading one division to overseeing the entire organization or adding product management or data leadership to your skillset.

By articulating your values, you cut through ambiguity and gain clarity about what you stand for and what you want from your career. Career transitions driven by values often lead to deeper, more authentic fulfillment.

When you align with your values, your purpose becomes more evident. You can confidently define what you’re seeking — and most importantly, why.