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Mindsets That Shape Team Models
- The article discusses two different mindsets that shape team models: the Engineering Manager Model and Autonomous Cross-Functional Teams.
- It emphasizes the importance of being clear on the mindset being scaled, with neither model being inherently right or wrong.
- The author advocates for autonomous, cross-functional teams without embedded Engineering Managers to enable effective delivery.
- A scenario is shared where a leader challenged the model of autonomous teams, believing in the need for Engineering Managers to be technical experts.
- The article highlights the unrealistic expectation of expecting Engineering Managers to excel both as top-tier coders and people leaders.
- It explains the intentional separation of the manager role from the delivery team, focusing on mentorship and career development by Software Engineering Managers.
- The chosen team structure results in a high retention rate and promotes internal growth for successful engineering managers.
- The article stresses the importance of leadership models in shaping how organizations build software, grow leaders, and interpret success.
- It questions whether organizations are building around trust and autonomy or reinforcing control and hierarchy in their leadership approach.
- Ultimately, leaders are encouraged to be honest about their chosen mindset and team structure for effective team performance.
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