Imagine a team member isn't finishing their sprints on time.
Maybe they frequently produce bugs, and their output usually needs a lot of rework. This would be quite frustrating, right?
But, as an engineering manager (EM), you’re in a similar position. You have expectations, just like your team. The tricky part is managing those expectations from both sides, both for said team and upper management. It can be difficult to juggle, but it’s an inevitable part of your role.
And expectations come in many forms, for example:
- That a system works continuously without interruptions or any power outages
- That features are delivered on time without delay
- And that your team works seamlessly
The hard part is that even if you can't control the circumstances – unexpected delays or obstacles – it remains that if those expectations aren’t met, you are considered to be underperforming. The challenge is not seeing these moments as failure but as part of your journey.
Know that you’re not alone
It’s easy to fall into the trap of thinking everyone else has everything figured out. We’ve all been there, feeling like we’re the only ones struggling. But the truth is: you’re not.
Most people, regardless of how confident they appear, are doing the best they can with the resources they have. They’re facing their own uncertainties and challenges – just like you.
Know that anxiety is normal
When you find yourself in the unpleasant situation of underperforming, it’s natural to feel anxiety. Although experience helps mitigate this feeling, it doesn’t completely erase it. And if you’re facing a critical situation, like your reputation or position is on the line, it can be crippling. It might even feel like it’s the end of the road.
Most of the time, though, it’s not.
Yes, maybe your position or reputation is in jeopardy, and yes, that’s horrible. But you’re still here, and you will get through this. You can even prepare for the worst-case scenarios, which can sometimes help.
But most of us have failed – multiple times and in different ways. Yet, here we are. It’s not the end because we grew from these situations. And while this experience is different for everyone, we've all faced our share of struggles, and somehow, we've found a way to move forward.
You can and will, too.
Are you really off track?
Sometimes, the feeling of underperforming is more about our perception than reality. So, it helps to pause and make the distinction between how we feel and what’s actually happening. Only then can we start addressing the situation with clarity.
For example, if you often feel unsure of yourself, think your success is just luck, or fear being exposed as a fraud, you might be suffering from impostor syndrome.
As you well know, the tech sector makes it especially easy for self-doubt to creep in with:
- Trying to keep up with its constant changes
- Its competitiveness
- The intense pressure and stress
- And the usually tight deadlines to solve complex problems are usually tight
If any of this sounds familiar, consider seeking support from a mentor, peer managers, or a coach. Sometimes, talking with someone who’s been through something similar can make a huge difference to your perspective.
Everything is relative – so is underperforming and failing
If you’re feeling off track and have ruled out impostor syndrome, it’s time to take action. But, it’s important to remember that definitions of "underperforming" and "failing" can vary widely depending on context.
Take, for example, a team member who seems to be underperforming in one team could thrive in another. The key difference here is the expectations of that team.
Let’s consider a startup. A fast-paced environment, with flexible processes and a high tolerance for risk might consider a feature that works 70% of the time a success. Here, the priorities are:
- Speed
- Innovation
- And survival
Not perfection.
Now, consider a larger corporation. With strict processes, risk-averse policies, and high regulatory standards, underperformance might look very different. Minor mistakes could be seen as massive failures, especially if required tests, approvals, and documentation aren’t followed.
As an EM, understanding your environment is important. Smaller companies may give you more freedom to take risks and experiment with new “shiny” tools. Large organizations, on the other hand, might be more rigid and see moving too quickly as failure.
How you can actually underperform and fail
As an EM, underperforming can happen due to challenges in leadership, strategy, or communication. This is what some of the specifics can look like.
Critical failures with immediate consequences
Security breaches are a critical situation. A data breach under your watch can have serious consequences. It can harm you, your team, and the whole organization.
Missing high-visibility deliverables is another serious error. Take, for example, promising a key feature for a big event and failing to deliver it. Or missing a deadline for a feature a CEO plans to showcase at a major conference. This can break trust with senior leadership and clients.
Neglecting strategic thinking
Lacking long-term vision and focusing only on immediate tasks may cause stagnation. It's important to also consider your team's long-term goals and project direction. As an EM, you must set the direction and foresee future challenges. Neglecting this can lead to inefficiencies and missed opportunities.
Overemphasizing day-to-day operations is easy to do. You can spend too much time “in the weeds” and not step back to see the bigger picture. This likely prevents your growth and promotes a reactive management style. Additionally, it can lead to burnout and unresolved issues.
Failure to build and maintain processes
EMs who also focus too much on technical tasks often miss the bigger picture. Inadequate process management is problematic. Without a clear workflow, inefficiencies may waste time and resources.
Beware of ignoring systemic issues. If you don't focus on process improvements, problems can compound. This makes it harder for your team to deliver good results on time.
Not addressing the root causes of problems
Adopting quick fixes, while tempting, will likely create recurring problems even with the best of intentions. Try to go for steady and robust solutions whenever you can.
Not promoting accountability for yourself and for your team has consequences. Avoiding tough talks and unchecked underperformance can harm team spirit. Additionally, it allows problems to persist.
Long-term consequences of short-term thinking
High turnover rates can affect overall performance. Ignoring your team's needs can drive away key members. So can failing to advocate for salary raises or a positive work environment. Remember that you are additionally fighting the “change companies every two years” culture in tech.
Many EMs leave their positions after a short tenure. So they cannot see the effects of their decisions and the long-term consequences of their management style. This perpetuates issues that impact the team and company, and if you’re unlucky, you’ll have to handle them in your new position.
How to stay on track
It is possible to adopt strategies to keep the balance and avoid bad outcomes. Being proactive with both leadership and operations helps.
Here’s what to do.
Clarify what your stakeholders might be missing
Estimating the time and resources to complete tasks is hard for engineering teams. That's why the Agile methodology, for example, uses story points to measure tasks. It encourages breaking them into smaller pieces.
Now imagine what it's like for your stakeholders, who are more like outsiders to the process. They might have a more simplistic – or inaccurate – view of what it takes to implement a feature.
These are two possible reasons why:
- Limited technical understanding: Sometimes, employers lack knowledge of software engineering processes. And that is okay.
- Lack of awareness of resource allocation: A team of ten engineers may spend only 30% of their time on new features – the rest is for maintenance. This includes fixing issues, managing technical debt, and handling ad hoc requests.
Sometimes, new tools or trends promise big efficiency increases but disregard real limitations. Think about the debates on generative AI replacing engineers or cutting teams.
As an EM, you must communicate well with key people. This is also pertinent when unrealistic expectations are placed on you or your team. Clarifying any gap between expectations and reality will help. It will prevent misunderstandings and an unfair view of your team's performance.
Clarify expectations early and often
Take the time to align expectations. You can do this by:
- Meeting with your manager to set them
- Understanding the larger picture or company goal
- Knowing what the stakeholder expectations are
- And effectively translating them to your team
Try to understand what success looks like for all parties involved. It’s easier to meet expectations when you know exactly what they are.
Promote a culture of accountability
Have regular check-ins to assess progress and fix issues early. Remember to be transparent about expectations and create accountability within your team.
For instance, if an engineer in your team is consistently delivering suboptimal work, address it directly. Offer your support to improve their performance.
Equally, promoting self-accountability helps to foster a proactive culture and builds trust with your team.
Track, prioritize, and communicate your progress
Having a specific roadmap that clearly states:
- Where you are
- Where you want to be
- And how you’ll get there
Will help you stay on track and focused. In other words: be mindful that you are at point A, you want to reach point B, and that you’ll need certain actions to get there.
Communicating clearly with those involved helps to mitigate any misunderstandings. It also shows that you are committed to course correct the situation.
Anticipate risks and prepare for failures
Create a risk assessment plan. It should identify vulnerabilities, such as:
- System failures
- Resource shortages
- And security issues
Share these risks with your stakeholders so everyone has full knowledge of the situation. That way, no one will be blindsided if things go wrong.
If possible, make contingency plans where you can to address any of the risks. Being prepared gives you more confidence to deal with the situation if and when it occurs.
Accept imperfections and move forward
Sometimes, things just won’t go as planned – be prepared for this. Know that you are not the only one facing these situations. The best way to approach it is to:
- Own what is not perfect
- Communicate what went wrong
- And readjust your strategy
Remember, it’s an iterative process.
The short version: in the end, you’ll come out stronger
It’s natural to feel like you’re underperforming, even when the reality is more complex. However, there are a few factors that can lead to actual underperformance, including:
- Critical mistakes (like security breaches)
- Missing high-visibility deliverables
- Poor strategic foresight
- Challenges in management processes
- Neglect of accountability
- Short-term thinking can have long-term effects like high turnover and inefficiencies
The good news is there are steps you can take to mitigate these risks:
- Communicating effectively with your stakeholders
- Maintaining accountability within teams
- Tracking progress and prioritizing tasks
- Anticipating and planning for risks
- And embracing imperfection
Setbacks, while tough, can be turned into a learning experience. They provide opportunities to grow, rethink your strategy, and improve. And remember, you are not alone. Even when you think everyone else has everything figured out.
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Originally published on Medium.com
Content in this blog post by Alex Ponomarev is licensed under CC BY 4.0.
