The Feedback-Centric Organization
Let’s consider two engineering managers, John and Jane. They have the same seniority, they both work on similar projects in similar conditions and their teams are both terribly smart.
John insists on personally reviewing and approving every change, no matter how small. This doesn’t just concern the codebase: if an engineer wants to try a new productivity tool with the team, they have to go through John. If the team wants to move an internal meeting to a time that better suits everyone, she has to go through John. Every little detail is scrutinized and torn apart to make sure John’s team don’t waste their time on “useless” initiatives.
Jane, on the other hand, is more comfortable with experimenting. She doesn’t require the team to ask her approval for everything, but she is there to support them when they want to try something new, and helps them validate initiatives by setting clear goals and metrics that make sense for them. Then, she takes successful experiments and acts as the team’s champion in the larger organization, implementing these initiatives at a higher level.
Which team do you think will be happier, more productive and more innovative — John’s or Jane’s?
