How do you develop and support your engineers in challenging situations (e.g huge team/ remote team/ different timezones/ main focus on project delivery, etc)
Developing and Supporting Engineers in Challenging Situations
Hello, fellow Engineering Managers! As I’ve been diving deeper into my role, I’ve found a vibrant community that’s rich with insights, and I want to take a moment to express my gratitude for all the shared wisdom. Today, I want to discuss a pressing topic: how to develop and support our engineers during challenging times, especially when project delivery is the primary focus.
The Wartime Mode: A Double-Edged Sword
Recently, my company has entered what I can only describe as “wartime mode.” Leadership and stakeholders are intensely focused on project delivery, and while I understand the necessity for business survival, I’ve noticed a troubling trend—a lack of emphasis on developing our engineering teams. My peers and I often feel that our roles have shifted from Engineering Managers to Project Managers, as we are overwhelmed by tracking delivery metrics and identifying roadblocks. Our energies are consumed by maintaining dashboards, managing spreadsheets, and keeping an eye on Slack.
While I truly believe that investing in our people offers the best return on investment, it’s becoming increasingly difficult to balance these managerial responsibilities with the need to nurture our engineers’ growth. I’m eager to hear your experiences, especially regarding the challenges you’ve faced and the approaches you’ve implemented to keep a pulse on your engineers’ development.
Creating a Space for Collaboration and Growth
One insightful comment from a fellow member of our community highlighted the importance of fostering an environment for serendipity and cross-pollination, especially in remote teams. When working remotely, creating spaces for casual interactions requires intentionality.
Promoting Over-Communication
To build this environment, promoting over-communication is critical. Instead of relying solely on one-on-one direct messages, utilizing group chats can keep conversations open and accessible to all team members. This approach minimizes the “broken telephone” effect, where information is lost or distorted when only shared between two individuals.
However, it’s essential to cultivate a culture that encourages open dialogue without making team members feel monitored or overwhelmed. Establishing norms around asynchronous communication can help reduce the pressure for immediate replies, allowing team members to engage at their own pace. Focused channels, rather than broad discussions, can also enhance clarity and relevance.
Sharing Roadmaps and Priorities
In addition to communication strategies, having a clear, visible roadmap can significantly boost team morale. When engineers can see how their work connects to the larger goals and priorities, it instills a sense of purpose and confidence. Tools like linear.app can help visualize projects in Gantt chart format, allowing for better prioritization and clarity.
Managing Time Zones Effectively
For those of us managing remote teams across different time zones, developing tailored tools can alleviate some of the logistical challenges. One team member shared their experience of creating an app to handle multiple time zones, which could be incredibly beneficial for others facing similar hurdles. You can check out resources like timemastertools.com for iOS or worldclock.pro for Mac to assist with time zone management.
Reframing Growth in Wartime Conditions
Another perspective worth considering is reframing growth opportunities in the context of our current “wartime” circumstances. Instead of traditional training methods, hands-on experience in challenging situations can lead to more profound learning outcomes. As one insightful commenter pointed out, navigating real challenges often yields more lasting knowledge than any training session or book.
Remote Doesn’t Mean Different
Finally, it’s worth mentioning that, despite the unique challenges of remote work, the fundamentals of effective team management remain consistent. One EM shared their philosophy: managing a remote team should mirror managing an in-person team. The core principles of communication, trust, and collaboration apply regardless of location. As long as we can engage, listen, and support our engineers, the medium through which we do so becomes less critical.
Conclusion
As we navigate these challenging circumstances, I invite you to share your experiences, challenges, and strategies. How do you ensure the growth of your engineers while meeting the urgent demands of project delivery? Let’s continue to learn from one another and find innovative ways to support our teams during these critical times.
Thank you for being part of this incredible community. I look forward to hearing your thoughts!