Big tech engineers need big egosIt’s a common position among software engineers that big egos have no place in tech1. This is understandable - we’ve all worked with some insufferably overconfident engineers who needed their egos checked - but I don’t think it’s correct. In fact, I don’t know if it’s possible to survive as a software engineer in a large tech company without some kind of big ego.

However, it’s more complicated than “big egos make good engineers”. The most effective engineers I’ve worked with are simultaneously high-ego in some situations and surprisingly low-ego in others. What’s going on there?

Engineers need ego to work in large codebases

Software engineering is shockingly humbling, even for experienced engineers. There’s a reason this joke is so popular:

The minute-to-minute experience of working as a software engineer is dominated by not knowing things and getting things wrong. Every time you sit down and write a piece of code, it will have several things wrong with it: some silly things, like missing semicolons, and often some major things, like bugs in the core logic. We spend most of our time fixing our own stupid mistakes.

On top of that, even when we’ve been working on a system for years, we still don’t know that much about it. I wrote about this at length in Nobody knows how large software products work, but the reason is that big codebases are just that complicated. You simply can’t confidently answer questions about them without going and doing some research, even if you’re the one who wrote the code.

When you have to build something new or fix a tricky problem, it can often feel straight-up impossible to begin, because good software engineers know just how ignorant they are and just how complex the system is. You just have to throw yourself into the blank sea of millions of lines of code and start wildly casting around to try and get your bearings.

Software engineers need the kind of ego that can stand up to this environment. In particular, they need to have a firm belief that they can figure it out, no matter how opaque the problem seems; that if they just keep trying, they can break through to the pleasant (though always temporary) state of affairs where they understand the system and can see at a glance how bugs can be fixed and new features added2.

Engineers need ego to work in big tech companies

What about the non-technical aspects of the job? Nobody likes working with a big ego, right? Wrong. Every great software engineer I’ve worked with in big tech companies has had a big ego - though as I’ll say below, in some ways these engineers were surprisingly low-ego.

You need a big ego to take positions . Engineers love being non-committal about technical questions, because they’re so hard to answer and there’s often a plausible case for either side. However, as I keep saying, engineers have a duty to take clear positions on unclear technical topics, because the alternative is a non-technical decision maker (who knows even less) just taking their best guess. It’s scary to make an educated guess! You know exactly all the reasons you might be wrong. But you have to do it anyway, and ego helps a lot with that.

You need a big ego to be willing to make enemies . Getting things done in a large organization means making some people angry. Of course, if you’re making lots of people angry, you’re probably screwing up: being too confrontational or making obviously bad decisions. But if you’re making a large change and one or two people are angry, that’s just life. In big tech companies, any big technical decision will affect a few hundred engineers, and one of them is bound to be unhappy about it. You can’t be so conflict-averse that you let that stop you from doing it, if you believe it’s the right decision. In other words, you have to have the confidence to believe that you’re right and they’re wrong, even though technical decisions always involve unclear tradeoffs and it’s impossible to get absolute certainty.

You need a big ego to correct incorrect or unclear claims. When I was still in the philosophy world, the Australian logician Graham Priest had a reputation for putting his hand up and stopping presentations when he didn’t understand something that was said, and only allowing the seminar to continue when he felt like he understood. From his perspective, this wasn’t rude: after all, if he couldn’t understand it, the rest of the audience probably couldn’t either, and so he was doing them a favor by forcing a more clear explanation from the speaker.

This is obviously a sign of a big ego. It’s also a trait that you need in a large tech company. People often nod and smile their way past incorrect technical claims, even when they suspect they might be wrong - assuming that they’ve just misunderstood and that somebody else will correct it, if it’s truly wrong. If you are the most senior engineer in the room, correcting these claims is your job.

If everyone in the room is so...