Over the years I've had to lead many software developers, and it's become much easier since letting go of being seen as "the expert".
Even if I’m ...
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I like the perspective. I've had a situation where I had to manage two teams and the business was expecting me to oversee work done by the two teams and also participate in building a different product from what my teams were working on. It was hard to manage these expectations (having time with my team and churning out code for the other product). I think you've shed some light on how I can best approach it in case of a next time.
Thanks!
Happy to help, thanks for the feedback!
I think you’re taking a great approach.
I’m learning to take a step back to figure out how much of my time the business is going to need, and dialing back the amount of coding I personally do appropriately.
I used to expect the business to give me enough time - now I try to take more responsibility to set expectations with everyone for how much I can do myself.
It takes courage, but when done right it lets me work at a sustainable pace where I let people down less by helping the team keep ideas flowing.
YMMV
Hm, yeah pretty interesting how "lead" or "senior" usually translates to "same, but a lot more" instead of "a bit same, but mainly unlocking other devs potential"
Yeah it definitely depends on how a company defines the role. I guess in my experience, how the company defines it doesn't necessarily translate to being successful!
Really good point. This strategy certainly doesn’t work in all situations.
I hope some of these ideas can be considered potentially helpful options in the toolbox for leaders if they start feeling overwhelmed.