The Art of Engineering Leadership: Building Teams That Ship

After 20 years in the software industry, I've learned that great engineering leaders don't just manage code—they cultivate cultures where developers thrive and products get shipped.

The Servant Leadership Approach

I believe great developers want to do good work. They don't need micromanagement; they need direction, support, and the removal of obstacles. My role as a leader is to:

• Provide clear direction without dictating implementation details
• Remove blockers that prevent the team from doing their best work
• Coach and develop team members for their career growth
• Create psychological safety where people can take risks and learn

Building High-Performing Teams

Over the years, I've built teams that consistently deliver with less than 10% attrition. Here's what I've learned:

Hire for Potential, Not Just Skills

When I look for developers, I'm not just evaluating their current technical skills. I'm looking for:

• Problem-solving ability - Can they break down complex problems?
• Learning mindset - Are they curious and willing to grow?
• Communication skills - Can they articulate their thoughts clearly?
• Cultural fit - Will they thrive in our collaborative environment?

Give Autonomy with Accountability

The best developers I've worked with want ownership of their work. I've found success by:

• Setting clear expectations and outcomes
• Providing context about business goals
• Letting teams decide on implementation approaches
• Regular check-ins focused on progress, not micromanagement

Conclusion

Engineering leadership is both an art and a science. It requires technical credibility, emotional intelligence, and the ability to see the big picture while caring about the details.

Great engineering leaders don't just ship software; they ship cultures that enable others to do their best work.