Effective Team Leadership In Engineering Projects

Should you try Google’s famous “20% time” experiment to encourage innovation? We tried this at Duolingo years ago. It didn’t work. It wasn’t enough time for people to start meaningful projects, and very few people took advantage of it because the framework was pretty vague. I knew there had to be other ways to drive innovation at the company. So, here are 3 other initiatives we’ve tried, what we’ve learned from each, and what we're going to try next. 💡 Innovation Awards: Annual recognition for those who move the needle with boundary-pushing projects. The upside: These awards make our commitment to innovation clear, and offer a well-deserved incentive to those who have done remarkable work. The downside: It’s given to individuals, but we want to incentivize team work. What’s more, it’s not necessarily a framework for coming up with the next big thing. 💻 Hackathon: This is a good framework, and lots of companies do it. Everyone (not just engineers) can take two days to collaborate on and present anything that excites them, as long as it advances our mission or addresses a key business need. The upside: Some of our biggest features grew out of hackathon projects, from the Duolingo English Test (born at our first hackathon in 2013) to our avatar builder. The downside: Other than the time/resource constraint, projects rarely align with our current priorities. The ones that take off hit the elusive combo of right time + a problem that no other team could tackle. 💥 Special Projects: Knowing that ideal equation, we started a new program for fostering innovation, playfully dubbed DARPA (Duolingo Advanced Research Project Agency). The idea: anyone can pitch an idea at any time. If they get consensus on it and if it’s not in the purview of another team, a cross-functional group is formed to bring the project to fruition. The most creative work tends to happen when a problem is not in the clear purview of a particular team; this program creates a path for bringing these kinds of interdisciplinary ideas to life. Our Duo and Lily mascot suits (featured often on our social accounts) came from this, as did our Duo plushie and the merch store. (And if this photo doesn't show why we needed to innovate for new suits, I don't know what will!) The biggest challenge: figuring out how to transition ownership of a successful project after the strike team’s work is done. 👀 What’s next? We’re working on a program that proactively identifies big picture, unassigned problems that we haven’t figured out yet and then incentivizes people to create proposals for solving them. How that will work is still to be determined, but we know there is a lot of fertile ground for it to take root. How does your company create an environment of creativity that encourages true innovation? I'm interested to hear what's worked for you, so please feel free to share in the comments! #duolingo #innovation #hackathon #creativity #bigideas

When I first asked my team for feedback, the room went SILENT. Why? Because speaking the truth felt too risky. This isn’t just my story, it’s the reality in countless workplaces. Here’s the truth: feedback is a minefield. 🔴 Done wrong? It breeds tension and mistrust. 🟢 Done right? It fixes problems—it transforms teams. Here’s how to get it right: 1/ Timing Is Everything ↳ Feedback during chaos? Disaster. Wait for a calm moment. ↳ A private 1-on-1 works best. 💡 Pro Tip: Start with a positive comment—it sets the tone. 2/ Lead With Solutions ↳ Complaints without fixes = noise. Solutions = action. ↳ Try this: “We could avoid confusion with more clarity upfront. What do you think?” 💡 Pro Tip: Frame solutions as support for the team’s success, not criticism. 3/ Be Clear, Not Cryptic ↳ Instead of “Communication could be better,” say: ↳ “Inconsistent updates slow me down. Weekly check-ins might help.” 💡 Pro Tip: Use examples to back it up—clarity builds trust. 4/ Use “I” Instead of “You” ↳ Feedback isn’t a blame game. Stick to “I” statements to share your perspective. ↳ Example: “I feel I don’t have enough autonomy to contribute fully.” 💡 Pro Tip: Highlight how solving the issue benefits the whole team. 5/ Know When to Let It Go ↳ Pick your battles. Save your energy for what really matters. ↳ Does this impact the team or my work? If not, let it go. 💡 Pro Tip: Focus feedback on what aligns with team goals. 6/ End With a Vision ↳ Great feedback doesn’t just fix problems—it builds something better. ↳ Paint the big picture: “Here’s how this change could help the team hit the next level.” 💡 Pro Tip: Vision-driven feedback inspires action. The takeaway? Feedback isn’t about proving you’re right, it’s about progress. Master these steps, and you’ll not only solve problems, but you’ll also earn respect and trust. What’s your biggest feedback fail (or win)? Share it below. 👇 ♻️ Repost to help your network get better! ➕ And follow Shulin Lee for more.

Accountability Nearly every organization I work with at the moment is focused on some version of creating a "high-performance" culture. Alongside this goal is a push for greater speed of decision-making, efficiency, and accountability. However, a common mistake many organizations make is treating accountability as a binary attribute—individuals are either seen as accountable or not. In reality, accountability is more nuanced. Understanding accountability as a spectrum is critical for cultivating a high-performance culture. The Accountability Ladder illustrates this concept by mapping out various levels at which individuals engage with their responsibilities, ranging from unaware or indifferent to becoming proactive and inspiring others. Those familiar with the Leadership Circle Profile will note that accountability transforms as leaders pivot from an external to an internal locus of control. This move from a Reactive to Creative mindset is a critical prerequisite. Here is a summary of each step on the ladder: Unaware: At this level, individuals are not aware of the issues or their responsibilities. They lack the knowledge necessary to understand what needs to be done. Blaming Others: Individuals recognize the issue but choose to blame others rather than taking any responsibility. They see the problem as someone else's fault. Excuses: At this step, individuals acknowledge the problem but offer excuses for why they can't address or resolve it. They often cite external factors or limitations. Wait and Hope: Individuals here are aware of the problem and hope it gets resolved by itself or that someone else will take care of it. There is recognition but no action. Acknowledge Reality: This is a turning point on the ladder. Individuals acknowledge the reality of the situation and their role in it but have not yet begun to take corrective action. Own It: Individuals take ownership of the problem and accept their responsibility for dealing with it. They start to commit to resolving the issue. Find Solutions: At this step, individuals not only take ownership but also actively seek solutions. They explore various options to resolve the problem. Take Action: Individuals implement the solutions they have identified. They take concrete steps to resolve the issue. Make It Happen: Individuals not only take action but also follow through to ensure that the solutions are effective. They monitor progress and make adjustments as necessary. Inspire Others: Leaders inspire and encourage others to take accountability, creating a proactive problem-solving culture. As a team exercise, try writing the steps of the accountability ladder on a whiteboard and ask: What level of accountability do we see across the organization? What level do we exhibit as a team (to each other and our stakeholders)? And finally, where would I place myself?

I still remember the moment everything shifted. A team member left a meeting quiet, frustrated — not because of the work, but because of how I handled the conversation. It wasn’t a performance issue. It was a leadership issue — and the problem was me. That’s when I realised: The most powerful leadership skill isn’t strategy, vision, or charisma. It’s emotional intelligence. To lead effectively, you must master four core dimensions of Emotional Intelligence: 1️⃣ Self-Awareness — understand yourself first Ask yourself daily: → What emotion drove my decisions today? → How did my behaviour impact others? 2️⃣ Self-Regulation — pause before you react →Leaders aren’t measured by how they perform when things are smooth — but how they respond when emotions spike. Breathe. Observe. Then speak. 3️⃣ Social Awareness — read the room → Pay attention to tone, body language, energy shifts, and silence. → Often, what’s unsaid tells you more than what’s spoken. 4️⃣ Relationship Management — lead through connection Great leaders build trust through consistent presence, empathy, and accountability. You don’t command commitment — you earn it. Mastering emotional intelligence doesn’t just make you a better leader. It makes you someone people want to follow — not because they have to, but because they trust you. Which one of these four EI dimensions will you focus on developing? ♻ Share this with your network if it resonates. ☝ And follow Stuart Andrews for more insights like this.

Diverse teams are powerful, but only if they’re designed to be. Just putting different people together isn’t enough. What I’ve learned over 11+ years is that true  🧠 Collective Intelligence only emerges when diversity is intentionally activated. 🖌 My Blueprint to unlock it: 🔹 Cognitive diversity It’s about bringing different thinking styles. Teams that embrace divergent ways of solving problems uncover creative solutions that others miss. 🔹 Demographic Diversity The presence of different intersectional identities and lived experiences creates a richer understanding of potential blind spots and unmet needs. 🔹 Experiential Diversity Diverse career paths and life stories equip teams with practical insights that can cut through “tried-and-true” methods that often fail in complex, changing environments. 🔹 Psychological Safety This is the game-changer. Without it, diversity backfires. High-performing teams create a “safe container” where everyone—from the quiet thinkers to the bold disruptors—can voice their ideas without fear. 🔹 Inclusive Decision-Making Diversity is wasted if decisions are still made by the loudest voice in the room. Structured inclusion ensures that varied perspectives aren’t just heard but drive the direction forward. The result? 1️⃣ Faster, smarter decisions: diverse insights reduce blind spots and increase confidence in strategic choices, helping leaders respond swiftly to market changes. 2️⃣ Increased innovation and agility: aligned teams leverage diverse perspectives to solve complex problems creatively and adapt to new challenges with resilience. 3️⃣ Stronger engagement and retention: when teams feel psychologically safe and included, they’re more committed and motivated. This translates to lower turnover and higher morale. The path to unlocking your team’s full potential starts with aligning on the right elements—diversity, psychological safety, and inclusion in decisions. 🤔 P.S. Where is your team on the path to collective intelligence—and what’s your next step?

Conflict gets a bad rap in the workplace. Early in my career, I believed conflict had no place in a healthy workplace. As I progressed, I realized that it was quite the contrary. The lack of conflict isn't a sign of a healthy work culture, rather it is an indication that important debates, discussions and differing viewpoints are being disregarded or suppressed. This insight revealed another key aspect: high-performing teams do not shy away from conflict. They embrace it, leveraging diverse opinions to drive optimal outcomes for customers. What sets these teams apart is their ability to handle conflict constructively. So how can this be achieved? I reached out to my friend Andrea Stone, Leadership Coach and Founder of Stone Leadership, for some tips on effectively managing conflict in the workplace. Here's the valuable guidance she provided: 1. Pause: Take a moment to assess your feelings in the heat of the moment. Be curious about your emotions, resist immediate reactions, and take the time to understand the why behind your feelings. 2. Seek the Other Perspective: Engage genuinely, listen intently, show real interest, and ask pertinent questions. Remember to leave your preconceived judgments at the door. 3. Acknowledge Their Perspective: Express your understanding of their viewpoint. If their arguments have altered your perspective, don't hesitate to share this with them. 4. Express Your Viewpoint: If your opinion remains unswayed, seek permission to explain your perspective and experiences. Remember to speak from your viewpoint using "I" statements. 5. Discuss the Bigger Objective: Identify common grounds and goals. Understand that each person might have a different, bigger picture in mind. This process can be taxing, so prepare beforehand. In prolonged conflict situations, don't hesitate to suggest breaks to refresh and refuel mentally, physically, and emotionally. 6. Know Your Limits: If the issue is of significant importance to you, be aware of your boundaries. For those familiar with negotiation tactics, know your BATNA (Best Alternative to a Negotiated Agreement). 7. Finalize Agreements: Once an agreement has been reached, continue the engagement to agree on responsibilities and timeframes. This ensures clarity on the outcome and commitments made. PS: Approach such situations with curiosity and assume others are trying to do the right thing. 🔁 Useful? I would appreciate a repost. Image Credit: Hari Haralambiev ----- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Autonomy is often wrongly confused with independence. This mistake negatively affects accountability. People sometimes mistakenly think that giving people autonomy means leaving them completely to their own devices (this is independence). In the organizational sense, autonomy is not the opposite of structure—it’s the freedom to operate WITHIN a structure that supports continuous improvement and accountability. A Lean mindset and approach helps leaders to understand how to foster BOTH accountability and autonomy. Lean leaders do this by intentionally moving away from making people feel like they are "being held accountable" (which feels imposed) and inspiring them to "take accountability" (a sense of ownership that naturally fosters autonomy). Here’s how you can adopt this approach in YOUR team: 🟢 Be clear about goals, roles, and responsibilities: Use tools like RACI charts or visual management boards to clarify who does what. 🔴 Define success together: Involve the team in setting performance standards or KPIs so they have a say in what they’re working toward. 🟣 Encourage regular 1:1 check-ins and team huddles: create spaces for discussing challenges without fear. 🟡 Engage people in problem-solving: Use structured techniques and Kaizen to involve the team in addressing inefficiencies. 🔵 Ask for their ideas first: Instead of directing what needs to change, coach them with powerful questions like, “What do you think is the best next step?” 🟤 Use visual management: Team dashboards or Kanban boards make progress visible, reduce micromanagement and highlight areas needing attention. 🟠 Review metrics as a team: Make this part of regular meetings, so progress and accountability are a collective effort. ⚫ Own your commitments: If you make a mistake or miss a deadline, acknowledge it openly. ⚪ Model humility: Admit when you don’t have all the answers and seek input from the team. (This makes people feel valued!!) 🤔Reflection time for leaders... Are you balancing structure and flexibility in your team? Which of the above could you act on to shape a culture of autonomy?

𝗪𝗵𝗮𝘁 𝗶𝘀 𝘁𝗵𝗲 #𝟭 𝘀𝗲𝗰𝗿𝗲𝘁 𝗳𝗼𝗿 𝗺𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗮 𝘁𝗲𝗮𝗺? Imagine a seasoned developer who's lost interest and a new, junior tester in a software team. The team leader could spark the developers' interest by involving them in more complex, challenging tasks or having them mentor junior team members. The leader might provide extra training for enthusiastic testers and pair them with an experienced mentor to help them learn and grow. This way, by 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝗮𝗻𝗱 𝗮𝗱𝗱𝗿𝗲𝘀𝘀𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗻𝗲𝗲𝗱𝘀 𝗮𝗻𝗱 𝗺𝗼𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻𝘀, the leader ensures that both team members can contribute to the project. As a leader, you can use 𝘁𝗵𝗲 𝗦𝗸𝗶𝗹𝗹/𝗪𝗶𝗹𝗹 𝗠𝗮𝘁𝗿𝗶𝘅 to understand this. It is a tool for determining the best approach to managing and developing team members based on their skill and will levels. Leaders and managers should decide on the most effective leadership style for their team members, 𝗰𝗼𝗻𝘀𝗶𝗱𝗲𝗿𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝗹𝗲𝘃𝗲𝗹 𝗼𝗳 𝗰𝗼𝗺𝗽𝗲𝘁𝗲𝗻𝗰𝗲 𝗮𝗻𝗱 𝗺𝗼𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻. How to use this matrix: 𝟭. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘀𝗸𝗶𝗹𝗹 𝗮𝗻𝗱 𝘄𝗶𝗹𝗹 𝗹𝗲𝘃𝗲𝗹𝘀 - Assess the team member's capability, knowledge, and expertise, as well as their motivation and confidence to ask. Place each team member in one of the quadrants based on their skill and will levels. 𝟮. 𝗗𝗲𝘁𝗲𝗿𝗺𝗶𝗻𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗦𝘁𝘆𝗹𝗲 (Managers focus on these🔹) 🔹 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 (High Skill/High Will): Give responsibility and trust them to perform. 🔹 𝗚𝘂𝗶𝗱𝗲 (Low Skill/High Will): Offer support and encouragement while building skills. 🔸 𝗗𝗶𝗿𝗲𝗰𝘁 (Low Skill/Low Will): Provide clear instructions and supervise. 🔸 𝗠𝗼𝘁𝗶𝘃𝗮𝘁𝗲 (High Skill/Low Will): Motivate and create interest to re-engage them. 𝟯. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽 𝗮𝗰𝘁𝗶𝗼𝗻 𝗽𝗹𝗮𝗻 - Create individualized development, coaching, or mentoring plans based on the team members' quadrant. 𝟰. 𝗪𝗮𝘁𝗰𝗵 𝗮𝗻𝗱 𝗮𝗱𝗷𝘂𝘀𝘁 - Review team members' skills and will levels and adjust your leadership style. 𝟱. 𝗣𝗿𝗼𝘃𝗶𝗱𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - Ensure team members know their position on the matrix and provide continuous feedback and recognition to keep them motivated and informed about their progress. #technology #softwareengineering #techworldwithmilan #management #engineeringmanagement

As an advisor to tech scaleups, and a former CTO and SVP of Engineering,  I've often encountered a familiar CEO complaint: "Our engineering team is too slow!" However, focusing solely on increasing individual productivity is rarely the solution. Sometimes the answer is changing the organizational structure. 🔍 The Issue with Flat Structures: Time to market was a major problem in a scale-up I advised, even though they had a flat structure where 40+ engineers reported directly to the VP of engineering and all of them shared equal accountability to the delivery of the software. 🚧 The Consequences: Major overcommitment.  People raised their hands to take on work even if the group was super extended. There was nobody that fully understood the team’s capacity vs the actual workload they took on. This approach led to a lack of predictability, chronic delays, unhappy customers, and ultimately, a tarnished reputation. 🛠️ The Solution: Transitioning to a hierarchical structure with focused teams and accountable experienced leaders was the game-changer. This shift brought in clarity, accountability, and much-needed structure. 📈 The Results: Predictable schedules, improved customer satisfaction, and a thriving engineering culture. ✅ Takeaways for Your Organization: Examine your organization with critical eyes: Is your ownership and accountability structure clear? Are your teams sized and focused appropriately? Do your leaders have the authority to deliver effectively? For more on the case study and about building a sustainable, efficient, and customer-centric engineering team in the blog post. 💭 I'm curious to hear your thoughts: Have you faced similar challenges? How did you address them? Let's share insights and grow together! #EngineeringManagement #Leadership #Productivity  _______________ ➡️ I am Talila Millman, a fractional CTO,  a management advisor, and a leadership coach. I help CEOs and their C-suite grow profit and scale through optimal Product portfolio and an operating system for Product Management and Engineering excellence.  📘 My book The TRIUMPH Framework: 7 Steps to Leading Organizational Transformation will be published in Spring 2024 https://lnkd.in/eVYGkz-e

🎨🖊️ "Draw two circles under a rectangle…" "Now, make the circles connect to the rectangle" - some of the instructions that were given to me by our Head of Architecture during a recent offsite. We engaged in an exercise that underscored the importance of clear and effective communication. Each participant paired up, with one partner facing a screen displaying an image and the other facing a blank wall with a pen and paper. The challenge? The partner facing the screen had to guide their teammate in drawing the image using only directional and descriptive language. This exercise was a powerful reminder of how crucial it is to be clear, descriptive and thoughtful when sharing requirements, feedback or instructions. In the world of technology, we often fall into the trap of using complex language, acronyms, and omitting details we assume are "obvious." This can lead to confusion, misunderstandings, rework, and ultimately, wasted time. The key takeaway? Being specific doesn't always mean being overly detailed or long-winded. There's a beautiful balance between being specific and descriptive. It's about conveying the right amount of information in a way that's easily understood. Here are some common pitfalls to avoid when striving for specificity in communication: - Overloading with Details: Focus on the most relevant information to avoid overwhelming your audience. - Using Jargon and Acronyms: Consider your audience and provide explanations when necessary. - Assuming Shared Knowledge: Provide necessary context to ensure understanding. - Being Vague: Use precise language to prevent misunderstandings. - Neglecting the Audience's Perspective: Tailor your communication to the needs and understanding of your audience. I am reminded of a quote by Mark Twain: "I apologize for such a long letter - I didn't have time to write a short one." Concise communication takes time and effort, but it's always worth it. In our fast-paced world, mastering the art of effective communication is essential. It not only enhances collaboration but also drives efficiency and innovation. #Communication #Leadership #EffectiveCommunication