Taking out the guesswork: How to set clear expectations as a manager

As engineering managers, we have core beliefs about what good delivery and communication look like.

We tend to assume the people we work with share these beliefs. But because of the diversity of experience within our teams, we’re often wrong.

Imagine an engineer who’s been working at a company that prioritizes the rapid delivery of new products and features. When faced with challenging deadlines, their team focuses on launching proofs of concept that customers can use, even if it means incurring tech debt. The engineer plans to refactor successful products and features in future phases.

Enter a new manager, who’s been burned by seeing riddled-with-tech-debt MVPs stuck in production for years.

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