This article resonates with me pretty well. My current job I was hired as a senior software engineer to be a skilled worker for a SaaS startup. As we got more developers, mostly juniors, it naturally fell on me to become the lead and work with the team to coordinate dev efforts and get things done. Figuring out how much control to take has been a struggle for me personally and I have gone through each of the phases you describe.
While I am not sure I have found what works best I have found a mix of the strict controlling and loose "do what you want" has been working. As an example I will let the juniors go and try wild things with little oversight, then bring them back in and explain why what they did was a poor solution (if there is something wrong). I think it is important to give your a team a healthy chance to fail from time to time.
Now the next hurdle for me is optimally balancing the responsibilities of architecture, development, and team lead responsibilities. WIP.
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This article resonates with me pretty well. My current job I was hired as a senior software engineer to be a skilled worker for a SaaS startup. As we got more developers, mostly juniors, it naturally fell on me to become the lead and work with the team to coordinate dev efforts and get things done. Figuring out how much control to take has been a struggle for me personally and I have gone through each of the phases you describe.
While I am not sure I have found what works best I have found a mix of the strict controlling and loose "do what you want" has been working. As an example I will let the juniors go and try wild things with little oversight, then bring them back in and explain why what they did was a poor solution (if there is something wrong). I think it is important to give your a team a healthy chance to fail from time to time.
Now the next hurdle for me is optimally balancing the responsibilities of architecture, development, and team lead responsibilities. WIP.