Tips for Engineering Managers to Improve Team Dynamics

One of the clearest signals of whether a transformation is working isn’t in the plan - it’s in the conversations happening in your teams. So pay close attention to the frequency of healthy debate, constructive challenge and openness to new and divergent ideas that takes place. If the frequency is low… …there is the risk of creating the illusion of performance because people readily ‘understand’ each other, agree on everything, collaboration seems to flow smoothly and there is a collective sensation of progress. However, the opportunity cost is teams gets trapped in their own paradigms, opportunities get overlooked, risks ignored - and ultimately their output becomes derivative not innovative, performance diminishes as opposed to improving and compounding. If the frequency is high… …there is a level of psychological safety that allows for team members to be more objective, to speak up with relevant ideas, to constructively challenge each other, and bring their diverse perspectives and experiences to the table - in the knowledge it won’t be held against them. This opens up the opportunity of reframing the paradigm, and connecting different perspectives and ideas. Ingredients for creativity, innovation, resilience and performance. You see homogeneous teams might feel easier, but easy doesn’t translate into Performance. Here are a few ideas to experiment with your teams… 1. Intentionally foster a team environment that replaces scepticism with intellectual curiosity, an open and learning mindset.   2. Consider how you can create a ways of working that allows all ideas and perspectives from everyone in the room to be heard. 3. Encourage dissenting perspectives. Surrounding yourself with people who are willing to disagree with you and challenge your perspectives and each other. 4. Consider whether you may need to invite others to that creative or idea generation meeting to ensure you get a broader perspective. 5. De-stigmatise failure through sharing past mistakes and celebrating lessons learnt. 6. Institutionalise a team culture of healthy candour. Candour is one of the key attributes to improving the quality of output, levelling up creativity and enabling effective collaboration. What would you add? #transformation #culture #psychologicalsafety

Do you feel part of a real team? Or are there moments when you feel isolated, uncertain, and disconnected, even though you're surrounded by colleagues? In the early stages of my career, I had the simplistic view that bringing together a bunch of high achievers would naturally create an outstanding team. However, the reality was quite different. Instead of creating synergy, there was noticeable discord. The team didn't seem to gel; it was akin to cogs not aligning in a machine. Every top performer, exceptional in their own right, appeared to follow their own path, often pulling in different directions. The amount of energy and time lost to internal strife was significant, and the expected outcomes? They remained just that – expected. This experience was a clear lesson that the success of a team isn't merely based on individual talent; it's about harmony, alignment, and collaboration. With today’s workplaces being more diverse, widespread, digitized, and ever-changing, achieving this is certainly challenging. So, in my quest to understand the nuances of high-performing teams, I reached out to my friend Hari Haralambiev. As a coach of dev teams who care about people, Hari has worked with numerous tech organizations, guiding them to unlock their teams’ potential. Here are his top 5 tips for developing high performing teams: 1. Be Inclusive ↳Put a structure in place so that the most vocal people don’t suffocate the silent voices. Great teams make sure minority views are heard and taken into account. They make it safe for people to speak up. 2. Leverage Conflict ↳Disagreements should be encouraged and how you handle them is what makes your team poor or great. Great teams mine for conflict - they cherish disagreements. To handle disagreements properly make sure to separate discussion from decision. 3. Decision Making Process ↳Have a clear team decision-making method to resolve conflicts quickly. The most important decision a team should make is how to make decisions. Don’t look for 100% agreement. Look for 100% commitment. 4. Care and Connect ↳This is by far the most important tip. Teams who are oriented only on results are not high-performing. You need to create psychological safety and build trust between people. To do that - focus on actually knowing the other people and to make it safe to be vulnerable in front of others. Say these 4 phrases more often: ‘I don’t know’, ‘I made a mistake’, ‘I’m sorry’, ‘I need help’. 5. Reward experimentation and risk taking ↳No solution is 100% certain. People should feel safe to take risks and make mistakes. Reward smart failure. Over-communicate that it’s better to take action and take accountability than play it safe. Remember, 'team' isn't just a noun—it's a verb. It requires ongoing effort and commitment to work at it, refine it, and nurture it. Do give Hari a follow and join over 6K+ professionals who receive his leadership comics in his newsletter A Leader’s Tale.

Your Engineering Team is Failing – And It’s Your Fault. 🚨  When an engineering team struggles, leaders often blame hiring, tools, deadlines, or even the engineers themselves. But the harsh truth?  💡 A failing engineering team is a leadership failure first.  If your team is slow, disengaged, or constantly firefighting, ask yourself:  ❌ Do they lack a clear technical vision? (Because you haven’t set one.)   ❌ Are they constantly stuck in bottlenecks? (Because you haven’t removed them.)   ❌ Is there technical debt piling up? (Because you prioritized speed over sustainability.)   ❌ Are top engineers leaving? (Because the best talent won’t stick around for bad leadership.)  Great teams don’t happen by accident—they are built, mentored, and empowered. The best engineering leaders:  ✅ Set clear technical direction. (No more shifting priorities every week.)   ✅ Hire for long-term fit, not quick fixes. (One wrong hire can derail a team.)   ✅ Create a culture of ownership. (Engineers should feel they are solving problems, not just writing code.)   ✅ Balance innovation with stability. (Cutting-edge is great, but maintainability wins in the long run.)  If your engineering team is underperforming, don’t look at them first—look in the mirror.  What’s the biggest leadership mistake you’ve seen in engineering teams? Let’s discuss. 👇  #EngineeringLeadership #TechHiring #SoftwareDevelopment #Scalability #BuildTheRightTeam 🚀

9 things I learned about motivating engineering teams & keeping morale high By making consistent mistakes over the last decade as a Principal Engineer Manager. 0. Protect focus time like production data. 1. Ask for input early; silence kills ownership. 2. Your mood sets the weather; show calm, earn calm. 3. Celebrate small wins; they stack into big momentum. 4. Feedback loses value if you delay it longer than a sprint. 5. Public praise, private course-correction, every single time. 6. Clarity beats charisma, explain why before you explain how. 7. Constraints inspire creativity; micromanagement smothers it. 8. Burnout isn’t a badge; enforce PTO the way you enforce code reviews. Still learning. Still iterating. But these ten keep my teams shipping, smiling, and sticking around.

What I Wish I Knew as an Engineering Manager When I transitioned from being an engineer to an engineering manager, it felt like I had walked into a new game—except no one handed me the rulebook. At first, I tried to apply the same principles that made me successful as an engineer: focus on technical problems, write great code, and aim for perfection. But I quickly realized… those skills weren’t enough. Leadership is a completely different challenge. It’s not about being the smartest in the room or solving every problem yourself. It’s about empowering others, navigating ambiguity, and creating an environment where the team thrives. Here are a few hard truths I’ve learned along the way: 1. Your success is no longer measured by what you deliver—it’s about what your team achieves. Early on, I held onto tasks because it felt safer. But the real impact comes when you step back and let the team take the lead. It’s uncomfortable at first, but seeing someone grow because you gave them space? That’s the real reward. 2. You’re debugging humans now, not code. If your team isn’t aligned or a project stalls, the problem isn’t always technical—it’s often rooted in communication, trust, or clarity of roles. Learning to spot these “bugs” and resolve them is the real skill of management. 3. Decisions don’t have to be perfect, but they have to be made. As engineers, we’re trained to seek the “right” solution. But as managers, waiting for perfect clarity often means missed opportunities. Sometimes, you just need to make the best call with the data you have and adjust as you go. 4. Meetings aren’t the enemy—they’re your new codebase. I used to think meetings were distractions. Now, I see them as where the real work happens. Every meeting is an opportunity to align, resolve conflicts, and steer the team toward success. 5. Feedback is the most powerful tool in your arsenal. Giving feedback isn’t just about improving performance—it’s about building trust. When you do it consistently and thoughtfully, it transforms your relationship with the team. Becoming an engineering manager isn’t just a career shift—it’s a mindset shift. You’re not there to “control” the team; you’re there to guide them, learn from them, and create the conditions where they can do their best work. Which of these lessons resonates with you? Or what advice do you wish you’d known earlier in your management journey? #Leadership #EngineeringManagement #GrowthMindset

Lessons I’ve learned after 3 years of coaching managers: 1. Ownership is a verb. 2. Every bad manager has one thing in common: they avoid accountability. 3. If you’re constantly putting out fires, you’re ignoring the smoke. 4. Stop saying “I don’t have time.” Start saying “That’s not a priority.” 5. The best managers are invisible when things go right, present when they go wrong. 6. Assume your team has ideas better than yours. Then actually listen to them. 7. Also, assume people want to do good work. Your job is to remove the obstacles. 8. If people aren't speaking up, you have a trust problem—not a “quiet” team. 9. Don’t mistake compliance for commitment. 10. Listen twice as much as you speak. The answers are usually there. 11. Your team will do what you do, not what you say. 12. Your job isn’t to fix people. It’s to create an environment where they thrive. 13. If you’re not a little uncomfortable, you’re not growing. 14. If you’re not willing to have hard conversations, don’t expect good results. 15. Know when to step back. Micromanagement is insecurity with a clipboard. 16. If your team doesn’t trust you, nothing else matters. 17. Avoid “motivation hacks.” Build systems your team can rely on. 18. Stop solving everyone’s problems. Coach them to solve their own. 19. Busy doesn’t mean effective. In fact, it usually means confused. 20. Recognition isn’t just a “nice to have.” It’s fuel. 21. Stop managing tasks. Start managing outcomes. Your team will surprise you. 22. Lead by example, especially when no one’s watching. 23. The “right” decision doesn’t exist. Just make the best one you can. 24. If you’re not learning from your team, you’re not paying attention. 25. Stop trying to be everyone’s friend. Earn their respect instead. 26. Start every project with a clear “why.” If you can’t explain it, neither can they. 27. If you’re the smartest person in the room, you’re in the wrong room. 28. Praise in public, criticize in private—but do both. 29. Every good manager is still learning how to be a better one. 30. Every team problem is ultimately a leadership problem. 31. Performance reviews should never be a surprise. If they are, that’s on you. 32. Don’t delegate tasks. Delegate decision-making. 33. No one cares how stressed you are. They care how well you lead under stress. 34. Every meeting should have a purpose. If it doesn’t, it’s a waste. 35. Never ask for feedback if you don’t intend to act on it. 36. Don’t waste time on things you can’t control. Double down on what you can. 37. Being “liked” is nice. Being trusted is essential. 38. A clear decision is better than a perfect one that never happens. 39. Nobody owes you loyalty. You earn it, one action at a time. My favorites are 1, 16, and 39. What about you?

In Trying to Motivate Your Team, Are You Dividing Your Company? You work hard to build a strong, engaged team. You foster camaraderie. You celebrate *us*. But in doing so, are you also creating *them*? Many companies struggle with internal tension—teams working at odds, competing for resources, or blaming each other for roadblocks. Instead of uniting to beat competitors or better serve customers, energy gets wasted on internal rivalries. Where does this come from? One key factor is the well-intentioned efforts of managers to build team cohesion. Instead of emphasizing their team’s role in the company’s broader success, they inadvertently create an us vs. them dynamic. Do Any of These Sound Familiar? • “We know how terrific our work is, even if they don’t give us enough credit.” • “We delivered our part. The fact that things didn’t work out is on them.” • “We’re the ones who really care about getting this done right.” Statements like these might feel unifying inside your team—but they create suspicion and distrust toward other groups. The more these beliefs take root, the harder cross-team collaboration becomes. Three Simple Shifts to Foster Connection 1️⃣ Focus on gratitude. Instead of reinforcing an “us vs. them” mindset, encourage appreciation across teams: “We should all feel proud of what we delivered for customers—and grateful for our colleagues inside and outside this team who helped make it possible.” 2️⃣ Emphasize shared success. Frame dependencies as partnerships rather than obstacles: “We have a dependency on the XYZ team. Together, we’re going to deliver something amazing.” 3️⃣ Highlight collaboration. Acknowledge other teams’ challenges and look for ways to support them: “Remember, other teams have their own constraints. If we can help unblock them, we will accelerate our company’s success.” Great leadership is about creating a strong team identity without isolating your team from the larger mission. Your people should feel like an essential part of something bigger, not an island competing against others. Where have you seen “us vs. them” language create friction in your organization? How do you help foster a more connected mindset? #ManagerTips #Leadership #Collaboration #Teamwork

Any manager can have a high-performing team. Pick one and take action today (tips below): 1. Set a Clear Mission Average teams execute tasks. High-performing teams drive outcomes. Your team needs to know exactly: • Why their work matters • How it impacts the company • What winning looks like The mission isn't a statement. It's their North Star for daily decisions. 2. Hire Aligned Talent High performers want to work with high performers. Stop compromising on: • Work ethic • Learning appetite • Team-first mentality One mediocre hire can destroy your culture. One fantastic hire can elevate everyone. 3. Care for Your Team High performance requires high trust. Get serious about: • Understanding their personal goals • Supporting their life challenges • Being there when it matters The best performers choose teams that care. Show them that's you. 4. Give Real Support High performers need rocket fuel, not red tape. Invest in: • Spaces that raise their energy • Tools that multiply their impact • Resources that accelerate results Remove one major obstacle weekly. Watch their productivity soar. 5. Respect Autonomy High performers need freedom to excel. Start trusting them to: • Design their approach • Make key decisions • Own their outcomes Micromanagement suffocates excellence. Give them space to innovate. 6. Reward Generously High performers know their worth. Get aggressive with: • Above-market compensation • Accelerated growth tracks • Meaningful recognition Don't wait for annual reviews. Reward excellence in real-time. 7. Develop Constantly High performers crave mastery. Create opportunities for: • Skill growth • Stretch assignments • Leadership development Treat learning like a priority. Not an after-party. 8. Eliminate Problems High performers hate waste. Ruthlessly target: • Broken processes • Unnecessary meetings • System inefficiencies Every barrier you remove Multiplies their impact. The difference between good and great teams? Great teams get better every day. Pick one area. Take action today. Watch your team transform. Helpful?  ♻️ Repost to help others.  💡 Follow Dave Kline for more.

You’re losing out on your team’s full potential. And it’s likely because you haven’t unlocked what truly motivates them. Motivation isn’t just a “nice-to-have” in a workplace. It’s the foundation of great results. Here’s a step-by-step guide to ensure your team stays inspired and driven: 1) Share Your Vision and Set Clear Goals Your team needs to know what they’re working toward. 👉 Communicate your vision clearly so that every member feels aligned with the company’s mission. 👉 Set measurable goals framed by this vision, so they can see and celebrate progress. 2) Communicate Effectively Motivation thrives on two-way communication. 👉 Regularly check in with your team to share updates and ask for their input. 👉 Listen to their ideas and feedback—often, they see solutions you might overlook. 3) Encourage Teamwork Cohesive teams are productive teams. 👉 Hold team-building activities to create trust and camaraderie. 👉 When hiring, prioritize candidates who fit the culture and collaborate well with others. 4) Foster a Healthy Work Environment A happy workplace = a motivated team. 👉 Ensure a workspace with natural light, privacy, and comfortable setups. 👉 Don’t forget your remote employees—offer regular check-ins and engagement surveys to address their unique needs. 5) Give Positive Feedback and Rewards Acknowledgment inspires progress. 👉 Be specific in your praise: Instead of “Great job,” explain why it was great. 👉 Reward hard work with perks, bonuses, or even just more independence. 6) Provide Development Opportunities Motivated employees are always growing. 👉 Offer tailored training, mentorship, or challenges that help them upskill. 👉 Encourage them to set personal learning goals and celebrate their milestones. 7) Empower Autonomy Micromanaging kills creativity. 👉 Give your team the space to make decisions and own their projects. 👉 Reduce unnecessary meetings so they can stay in their “flow zone.” Motivating your team isn’t a one-time effort—it’s an ongoing commitment. When you prioritize your team’s growth and happiness, you unlock their full potential. Any strategies you’ve found that work wonders for team motivation? Drop them in the comments! ♻️ Share this to inspire better leadership practices across LinkedIn. Follow Anand Bhaskar for more insights like this! —- 📌 Want to become the best LEADERSHIP version of yourself in the next 30 days? 🧑💻Book 1:1 Growth Strategy call with me: https://lnkd.in/gVjPzbcU

10 tips from my book "Leading Effective Engineering Teams" I recently announced my new book "Leading Effective Engineering Teams"! After leading engineering teams at scale and seeing what works, I wanted to share just a few of the ideas from the book that could help others. Build psychological safety - Our research in Google's "Project Aristotle" revealed this as the #1 predictor of team success. I share specific techniques to build environments where engineers feel safe to take risks and innovate. Empower without micromanaging - I've seen firsthand how trust and autonomy drive 3x better outcomes. I outline my framework for setting clear guardrails while giving teams the space to own solutions. Scale your effectiveness systematically - I present my 3 E's model (Enable, Empower, Expand) for scaling team effectiveness from the ground up, based on proven patterns from Google. Foster clear communication - Drawing from thousands of 1:1s and team meetings, I provide strategies that have consistently improved team alignment and execution. Define clear success metrics in terms of outcomes (e.g. how does the work help users and the business) vs. outputs - I share the OKR frameworks we used at Google to measurably boost team effectiveness by 23%. Prioritize career development - I share more about a GROW model I've refined over years of mentoring engineers into successful tech leaders. Structure for innovation - Learn the specific organizational patterns that enabled my teams at Google to consistently ship breakthrough features. Lead with data - I reveal the key metrics and dashboards I've found most valuable for making better decisions and driving continuous improvement. Balance technical and leadership skills - Based on my journey from engineer to leader, I provide a roadmap for developing both technical depth and leadership breadth. Proactively feed opportunities and starve the problems - I share my framework for identifying and nurturing high-impact opportunities while preventing issues before they arise. The book includes real case studies, practical templates, and concrete techniques from my experience leading teams at Google. I wrote this to help engineering leaders at all levels build more effective, impactful teams. I hope the tips and book are helpful in some way! 🔗 Available now: https://lnkd.in/gVVQSwZr #programming #softwarenengineering #leadership