In order to stand out, what do you do?

Question

Anonymous · Accepted Answer

Proactive ownership of my work beyond my own responsibilities. When I see an
area of opportunity I take the initiative to address it whether it means
suggesting changes, collaborating with other teams or driving a new project. I
aim to be a reliable resource who proactively finds ways to generate impact. An
example of this is when one time I found that simplifying the flutter engine
build system was the best way to unblock the security program. I proposed
changes and collaborated with other teams to implement the changes to the build
system.
Strategic problem solving, breaking down complex issues, finding root causes and
delivering solutions that are scalable and sustainable. An example of this was
my work in the Fuchsia operating system infield migration infrastructure where I
had to break down the problem in smaller projects to create the test beds, stub
out the in-device update engine and implement the testing update services.
Focusing on empowering and supporting others. I’m always ready to mentor, listen
and support colleagues to bring their best. Encouraging collaborative
environments where people can share ideas, take risks and build trust. When I
became the manager and uber TL for Flutter Engineering productivity I had less
time to code and I had to focus on empowering my teams to bring their best
through design reviews, coaching and problem solving deep dives.
By consistently applying these principles, I aim to set myself apart as someone
who drives results, fosters collaboration, and is dedicated to both personal and
team growth.

Anonymous · Answer

To be honest, that is something I try not to do. That is not because I am afraid
of the limelight, but because I prefer doing things in the background. I am a go
getter and I work best outside the limelight. I would work hard to make sure
everything is going well and am ok not to get the credit. For example, being
consultants, the first and foremost hurdle we have to encounter at the client
side is to get the required access in their system. I make sure I understand
what the process is and proactively build rapport with the IT and provisioning
guys at the client. I make sure that they have all the information and more to
provision our requests. I reach out to them and acknowledge their workload and
once the requests are provisioned make sure to send a thank you. I keep in touch
with them to maintain the relationship and that ensures that we never have
access or system issues throughout the project. Most of the time my team doesn't
know how I do it, but understand that I can get it done. Same is the case for
any tribal knowledge that we need to perform our product, I make sure that my
team has it.

Anonymous · Answer

I stand out because I combine operational depth with a transformation-focused
mindset. At Mercer, I didn’t just manage benefit renewals—I identified
inefficiencies and built solutions, like a global provider template that boosted
data accuracy from 50% to 95%.
I also simplified complex reporting processes, saving over 15 hours per client
while improving quality. What differentiates me is that I don’t wait for
problems to escalate—I proactively redesign processes, engage stakeholders, and
deliver scalable outcomes.
That mindset of continuous improvement and strategic thinking is what helps me
make a lasting impact.

Anonymous · Answer

"What makes me stand out as a Senior Engineering Manager is my ability to lead
with adaptability, foster accountability within my teams, and strategically
navigate complex dependencies. I focus on creating a culture where teams feel
empowered to take ownership of their work while I ensure alignment with
organizational goals and external dependencies."

1. ADAPTABILITY IN LEADERSHIP

"I pride myself on my adaptable leadership style, which allows me to tailor my
approach to the needs of the team, the initiative, or the challenge at hand. For
example, while leading the API Gateway and Microservices initiatives, I
recognized that the modernization effort required balancing autonomy with
guidance. I adjusted my leadership style to focus on enabling the teams to
prioritize and execute independently while stepping in strategically to address
cross-team dependencies. This flexibility allowed us to meet aggressive
timelines while fostering team growth and accountability."

2. SCALING THROUGH EMPOWERMENT AND ACCOUNTABILITY

"I focus on empowering teams to take full ownership of their projects, which
allows me to scale my leadership effectively. By providing a clear vision and
setting expectations, I trust my teams to make decisions and innovate while
holding them accountable for outcomes. For instance, during the Sensitive Places
initiative, which involved coordination across Search and Ads, I empowered my
team leads to define collaboration processes themselves. This autonomy not only
improved delivery timelines but also enhanced their confidence and
problem-solving skills, making the initiative a resounding success."

3. STRATEGIC NAVIGATION OF COMPLEXITY

"Another way I stand out is by thriving in complexity. I excel at identifying
bottlenecks, streamlining cross-functional collaboration, and ensuring that
initiatives involving multiple dependencies move forward efficiently. For
example, in the Privacy & Security initiative, I implemented frameworks like
RACI and regular stakeholder syncs to manage coordination challenges across
teams. This allowed us to successfully navigate dependencies while maintaining
focus on delivery goals."

4. FOCUS ON TEAM HEALTH AND COLLABORATION

"I place a strong emphasis on team health and collaboration. By fostering a
culture of trust and psychological safety, I ensure my teams remain motivated
and engaged. I stand out by identifying opportunities to strengthen team
dynamics, such as encouraging mentoring and pairing for knowledge sharing. For
example, in the Analytics team, I introduced processes to improve collaboration,
which not only reduced workload stress but also enhanced the team’s ability to
work cohesively and deliver results."

CLOSING STATEMENT

"In summary, I make myself stand out by combining adaptability, strategic
problem-solving, and a focus on empowering teams with accountability. These
qualities not only drive successful delivery but also build a culture of trust,
ownership, and continuous improvement within my teams. I bring a balance of
strategic thinking and hands-on leadership that ensures my teams are not just
effective today but also positioned to scale and succeed in the future."

Anonymous · Answer

I have a strong empathy, good at empathizing with the behind reasons and
emotions of people's actions.

Empathy can help me as a UIUX designer to understand user behavior and
preferences, and then find the root of the problem and pain point, so as to
propose a better user journey and experience.

2. Furthermore, I have a mature visual sense and a keen eye for color. In my
previous roles at Cherrypicks and Green Tomato, I was primarily responsible for
the design direction and pitching  of the products. These experiences have
helped me understand the visual preferences of different customers, allowing me
to design comfortable and unified interfaces that guide users to continue using
the apps.

Saikrishnan · Answer

I stand out because I can anticipate the needs of the team and my leaders. I
follow bottom up leadership and I am empathy driven.

In order to stand out, what do you do?

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