How can you fuel individual motivation, team velocity, and organization scale through your culture?
I regularly volunteer to coach new engineering managers, and during one session I was asked, ‘What is the most effective way of giving a team autonomy to execute while ensuring high velocity?’
This was a fascinating question for me because, after a decade of leading teams, I’d started correlating high-performing teams to those that had high degrees of autonomy. I had come a long way from when I first started as an engineering manager and used to assume that if you left engineers to their own devices, they’d probably be hacking away at a problem of their choice with seemingly little value to the business.