Important engineering leadership decisions are rarely simple. Here are some strategies for navigating complex situations.
As engineering leaders, we’re expected to be force multipliers, growing the people around us to deliver maximum value to our organizations. But as we grow more senior and start leading more teams, things can become complex very fast – especially in large organizations.
The issues we’re solving aren’t simple JIRA tickets or bug fixes, but complex problems that span interconnected areas of business, technology, and teams. Many things overlap, and we enter zones of ambiguity. Our decisions can’t be made on data alone, and we need to use our social influence, good judgment, and trust in others to make choices that are beneficial in the long run.
