Annoying rockstar, Useless EM and Don't want to Grow
Annoying rockstar, Useless EM and Don't want to Grow
How to handle rockstar software engineer that makes other not efficient, handling non-technical engineer manager and peers or mentee that don't want to grow.
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Annoying Rockstar Software Engineer
Question
Hi, I recently joined a company as a Senior Software Engineer. There is an Individual Contributor who has been with the company for quite some time. I categorized him as a rockstar since he has been capable of handling complex tasks in the past (based on feedback from our managers and head).
Initially, I didn't mind this Rockstar Guy until I realized that he constantly changes his approach to development. My codebase is always getting changed into a new style, which forces me to learn from scratch each time I want to improve the product. Additionally, he is uncommunicative, and I don't think I can resolve this issue by talking to my manager and head. What should I do?
Answer
From my perspective, it seems that your company lacks code standardization and a procedure for changing the standards. In larger companies, code standardization is crucial and not easy to change. Typically, there is a procedure, often referred to as an RFC (Request for Change), that needs to be reviewed and agreed upon by relevant stakeholders. Furthermore, there should be a rollout strategy in place.
If I were in your position, I would propose implementing code standardization and an RFC. However, I understand that you might not have the authority to make such decisions. That's why I believe it's still important to communicate with your manager and head. If you are hesitant to initiate communication with higher-ups, I don't think your problem can be resolved. Ultimately, you need authoritative individuals who can make decisions to address this kind of issue.
To approach the conversation, consider the following strategy:
Point out the problem: Highlight the need to start from scratch and the lack of communication as legitimate concerns to begin the discussion.
Focus on the impact in global: Emphasize the impact on the team or delivery rate, rather than simply expressing personal preferences.
Provide a solution: Explain how implementing code standardization and an RFC can address the issues. Elaborate on the benefits and potential positive outcomes.
In this case don’t forget to seek support from peers. Gather testimonials from other colleagues who may have also experienced these problems. Show that this is a shared concern among the team and that unity is necessary to address it.
Useless Engineer Manager
Question
Hi, I work at a small tech company and I'm currently part of a product development team, reporting to the engineering manager. Unfortunately, it seems that this EM doesn't seems understand any technical. I don't understand how this guy is able to advance his career to this level.
The most frustrating aspect is that he consistently agrees to requests from the business teams without fully comprehending the technical implications. As a result, I often have to work overtime to compensate for the poor decisions he makes. What should I do in this situation?
Answer
I have identified two problems in your story:
You are working overtime due to the engineering manager's reckless decisions.
You lack respect for the engineering manager because of his lack of technical knowledge.
Before I share my idea, let me ask you a question:
“Are you okay with his lack of technical knowledge if he doesn't burden you?”
If your answer is yes, then you need to have a conversation with the engineering manager.
You need to let your manager know you expectation. It is clearly okay to set expectation to superior
Let him know the situation and what really happen. If you have retrospective session then it is a good
Consider the following strategy for addressing the issue:
List down the specific incidents: Clearly point out instances where he made decisions without consulting the team.
Explain the impact on the team and the company: Highlight the inefficiency in delivery quality and the potential for burnout.
Propose a solution: Suggest establishing a clear scope of work and recommend that he consult with you for every decision. Ensure that all stakeholders, including other divisions such as the business team, understand that the engineering manager should not make any decision without involving the team.
However, if you have a problem with his lack of technical knowledge, it may be necessary to escalate the issue to higher authorities (such as the head or vice president) or involve HR. I understand that this situation is not ideal as it can take time and potentially damage the team atmosphere. If I were in your position, I would initially try to find a compromise with the engineering manager and gradually asking for raising the standards for the role.
Doesn’t Want to Grow
Question
I am a senior members in my team, there is a member (early mid-level) in my team doesn’t want to grow. have made several attempts to address this, such as providing examples and mapping out their weaknesses, but nothing has worked so far. But nothings worked. How to solve this issue?
Answer
If a software engineer doesn't want to grow, then they will not grow regardless of your efforts. Instead of focusing on a growth strategy, it is important to understand why they are not interested in growth and what motivates them to work.
Do they truly dislike working as a software engineer? Do they have personal problems in their life? What are their career goals? Is it primarily driven by money or a desire for a higher position?
Until the reasons behind their lack of motivation are clear, there is no need to invest time in a growth strategy. It is crucial to ensure that they understand that growth is their own responsibility. During performance reviews, the results will indicate whether they are a good fit for the company. If they are not, they may choose to leave or be let go.
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