The Challenges of Delegating in Engineering Leadership

Introduction

In this article, we will explore the challenges and best practices of delegating tasks and responsibilities as an engineering leader, particularly when there is no obvious second in command. We will draw insights from a conversation between two top-tier engineers, Ringo Tsang and Matt Brunner, discussing the difficulties of delegation and how to navigate them effectively.

The Importance of Delegation

Delegating tasks and responsibilities is a crucial aspect of engineering leadership. It allows leaders to focus on strategic initiatives, while empowering their team members to take ownership and grow in their roles. However, delegating effectively can be challenging, especially when there is no clear second in command.

As Matt Brunner mentions, "I have a bunch of senior people, so they have the technical freedom anyway. I try to have minimal input, unless they need a tiebreaker on some technical decision. So that part can be done semi-autonomously anyway, without me around."

The Dilemma of Delegating in the Absence of a Second in Command

Matt Brunner also highlights the challenge of delegating while being away for an extended period. He mentions, "I'm headed on parental leave in three weeks, and then I'll be gone for three months. That's a coming challenge for me in delegating while I'm gone and figuring out who is the deputy on my team."

Ringo Tsang shares his experience, stating, "From my experience, while the manager is gone, it is not really a good idea to promote someone from within the team. They will get even more panicked if something happens and they don't have an escalation path."

Best Practices for Delegating in the Absence of a Second in Command

To address the challenges of delegating in the absence of a second in command, Ringo Tsang suggests several best practices:

1. Communicate with stakeholders: Inform all stakeholders that there will be no chain of command during the manager's absence. Emphasize the need for stability and minimal changes during this period.

2. Keep the team informed: Let the team know that any decisions made in the manager's absence will be temporary and that they will be rectified upon the manager's return.

3. Ensure QA stability: As QA is crucial for maintaining stability, avoid starting new projects or shifting resources during the manager's absence. Keep the focus on maintaining stability and minimizing risks.

4. Establish a decision-making process: In the absence of the manager, empower the team to make decisions collectively. Encourage the most experienced and senior team members to take charge and make decisions when necessary.

5. Maintain a focus on quality: Measure the success of the QA team by tracking the number of bugs found in production and regression rates. Also, emphasize the importance of maintaining good relationships with other departments and stakeholders.

6. Encourage knowledge sharing: Foster a culture of knowledge sharing within the team. Consider having more than one QA team member embedded in each development team to facilitate knowledge transfer and collaboration.

7. Promote creativity: Find ways to keep the team engaged and excited about their work. Encourage them to challenge each other and come up with innovative solutions. Consider creating new QA teams to foster healthy competition and promote creativity.

Conclusion

Delegating tasks and responsibilities as an engineering leader can be challenging, especially when there is no obvious second in command. However, by following best practices such as effective communication, maintaining stability, and promoting knowledge sharing, leaders can successfully navigate these challenges. As Ringo Tsang suggests, "Delegating effectively is about empowering your team and fostering a culture of collaboration and innovation."