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One of the harder things I'm facing as Engineering Manager is to drive direction to become an empowered team Even dedicating slack time for learning and making it explicit, we might tend to come to the old routineOn twitter.com
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As Mngr, you need to keep reminding and give direction about the behaviour you would like to happen but understand why it's not happening the way you intention to Given a moment, you might need to show the way, do the first step, explain why, and keep pushing to create an abitPermalink On twitter.com
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During this week, I was able to make important questions like: - Why are you rushing? - Why aren't you dedicating time to refactor? - We decided to be in learning mode to gain experience in the domain, that's why we don't have a deadline per se, why do you feel pressured?Permalink On twitter.com
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This given me good insights of the why, but they also helped the team to reflect on the dynamics. By doing this, I was able to put the focus on the importance of: - Testing - Refactoring - Ubiquitous LanguagePermalink On twitter.com
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We are in a moment with an almost no manageable technical debt, and the routine was not helping. Sentences like "we will do this in the next task" is what I didn't want. We refactor and improve the code as we touch it. There's no future improvement, only today with common sensePermalink On twitter.com