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Lara Hogan
@[email protected]
OR: THE THING I SCREWED UP FOR A DECADE
AS AN ENGINEERING MANAGER
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THE EARLY 2000’S WERE A
HELLISH LANDSCAPE
FOR ENG MANAGEMENT
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We learned from our managers
what to do what not to do
and
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We learned to prioritize the
people side of the work
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2015 WAS A GOLDEN ERA
OF ENG MANAGEMENT
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I’M PROUD
OF WHAT I DID
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but it was
only half
of the job
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2020 WAS A
NIGHTMARE
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The business had
become the bad guy.
“marching orders don’t leave room
for empathy or empowerment.”
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The role changed back to
what it always had been.
(we had just never talked about it)
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No content
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“None of this matters
if the business
doesn’t succeed.”
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Options
STICK WITH EMPATHY AND
EMPOWERMENT TOOLS
SWING TO 100% MARCHING
ORDERS-TYPE LEADERSHIP
ZONE OUT AND LET THE
WAVES WASH OVER YOU
FIND A BALANCE/SWAP THE TOOLS
BASED ON THE CONTEXT
A. B.
C. D.
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Giving strong
direction
WITHOUT BEING A JERK
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Identify what you’re
optimizing for.
This is your “why.”
e.g. MAKING FORWARD PROGRESS
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MAKING FORWARD PROGRESS → DELIVERING ON BUSINESS NEEDS
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Identify the who/what/when/how.
STOP ASKING “WHAT IF”, START MAKING DECISIONS
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Identify the who/what/when/how.
Couple it with your “why.”
STOP ASKING “WHAT IF”, START MAKING DECISIONS
MAKING FORWARD PROGRESS → DELIVERING ON BUSINESS NEEDS
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Bottom-line it.
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IT’S CRITICAL THAT WE
START MAKING PROGRESS ON THIS PROJECT.
I NEED YOU TO STOP ASKING “WHAT IF”S,
AND START MAKING DECISIONS,
SO THAT WE CAN DELIVER .
START MAKING PROGRESS
STOP
START
DELIVER
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I NEED YOU TO STOP ASKING “WHAT IF”S,
AND START MAKING DECISIONS,
SO THAT WE CAN DELIVER .
STOP
START
IT’S CRITICAL THAT WE
START MAKING PROGRESS ON THIS PROJECT.
START MAKING PROGRESS
DELIVER
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Acknowledge concerns.
I KNOW YOU’RE CONCERNED
WE WILL MISS SOMETHING BIG.
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Acknowledge concerns.
Stay forward-facing.
LET’S DECIDE WHAT FIRES WE ARE GOING TO LET BURN.
I KNOW YOU’RE CONCERNED
WE WILL MISS SOMETHING BIG.
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This will feel uncomfortable.
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Empowerment vs Direction
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Empowerment Direction
Coaching teammates to connect
their own dots
Sponsoring teammates for
visible/stretch assignments
Group brainstorming to create
roadmaps
Choosing project deadlines
Scheduling oncall rotations
Assigning work to
each teammate
Writing job descriptions
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Empowerment Direction
Good when:
● People crave clarity
● When someone’s new to
the team/company
● There’s big risks afoot
● There’s urgency
Good when:
● Gathering buy-in
● You need more creative ideas
● Teammates are developing
new skills/career growth
● There’s lots of time
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Risks and tradeoffs
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Moving along the
spectrum
More Empowering More Directive
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Draw a star on the spectrum:
your default approach.
More Empowering More Directive
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Your product manager
isn’t doing their job.
1
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Your teammate wants to be
promoted, but you’re not
sure if they’re ready.
2
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Your teammate has come
to you with a competing
job offer at 2x their
current salary.
3
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One of your teammates
has yelled at their colleague
when you’re not around.
4
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When a new request
comes in for your team,
no one jumps in to triage
or address it.
5
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6
A senior leader
routinely interrupts
you in meetings.
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Let’s debrief
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Your approach will be informed by:
● the team’s context,
● the needs of your individual
teammates,
● who you are as a leader, and
● what the organization needs.
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Get comfy with each end
of the spectrum, and the
spots in between.