Empowering independent thinking

In the trifecta of product, design and engineering, it can be easy for engineering to take a back-seat and leave behind critically thinking. Usually this starts with a product spec proposing a rigidly defined solution to an under-vetted problem. A disenfranchised team as such takes proposals “as is” and begins work, only to realize mid-way that they’re working on the wrong problem, or that the first step might be some low-investment experiments to validate the hypothesis. As engineering managers, it’s our role to foster an environment where creative problem-solving thrives and to empower engineers to think independently.

Some tips:

• Encourage them to question suggestions and solutions. A great way to do that is by delving into the success metrics of a project. Make it a requirement for your engineers to understand the mechanics of the metric and encourage them to push back when there is no clear trackable metric. For instance, if the goal is to increase user engagement, engineers should analyze how their work will impact this metric. At times, what seems like a straightforward metric might have underlying complexities that need exploration. Here is where a control or constraint metric can ensure you’re not tanking another part of the product by doing the work.
• I can’t emphasize this enough. Just because a spec is proposing a solution does not mean there are no other solutions or ways to chop up a project. Encourage engineers to propose alternative solutions or sequencing that may be more technically efficient or that reduce time-to-signal. — While PRDs (Product Requirement Documents) and design specs are important, they are not the be-all and end-all. Encourage your engineers to think beyond these documents. They should feel comfortable A classic example would be when developing a new feature; instead of following the PRD to the letter, the engineer might suggest a phased rollout to gather user feedback early in the process.
• Engineers should feel empowered to ask for data to back up the hypotheses. — Instilling a culture of data-driven decision-making is pivotal. Let’s take an example from my time at Better, where a growth team was working on enhancing the mortgage pre-approval process. The initial design spec suggested a particular UI, but the team proposed an alternative approach based on recent user behavior data. This kind of independent thought led to a more user-compatible solution.

Empowering engineers to think independently doesn’t mean disregarding established processes and guidelines. It means augmenting these with a culture of curiosity, critical thinking, and creativity. As engineering managers, our task is to create an environment where engineers feel confident and equipped to bring their unique perspectives to the table. This approach not only leads to innovative solutions but also contributes to a more engaged and motivated engineering team.

The learning continues in…

• All chapters — The Engineering Manager’s Pocket Guide
• Chapter 9 — Constructive Feedback Strategies Every Leader Should Know
• Chapter 10 — Leading vs. Managing in the Engineering World
• Chapter 11 — “Time to X” — metrics your team should track
• Chapter 12 — Defining “done” in software projects
• Chapter 13 — Continuous Team Advocacy
• Chapter 14 — Cadences — engineering manager time horizons
• Chapter 15 — Beyond the Feature Factory
• Chapter 16 — Empowering independent thinking

If you have any thoughts or experiences to add, let me know! Respond to this post or let me know on LinkedIn. I’m happy to talk about anything software engineering related.