You're at odds with your manager over new tech in the stack. How will you find common ground?

Ask yourself the following questions: 1. Is it necessary? 2. How long will this take? 3. What are the benefits? 4. How sure are we of these benefits? Less than 5% of all "great ideas" make it through this checklist. First convince yourself that the new tech stack is worth it, before taking it up with the manager.

I’ve faced similar challenges when choosing a tool for a notification service. Prepare for many "WHATs" and "WHYs" when presenting your choice. Here's an effective approach: Research Thoroughly: Dive deep into your options, considering factors like scalability, maintainability, and trade-offs such as time and cost. Use Data and Surveys: Numbers are compelling. Gather statistics to support your arguments. Create a POC and generate reports to showcase the tool’s/stack's effectiveness. Discuss, Don’t Debate: Engage in a discussion, not a debate. Your manager may have valuable perspectives you haven't considered.

I'll bet that you are looking at the new tech from a benefit point of view while your manager is looking at it from a risk point of view. Developers rarely think about risks: How many maintainers are there for this repo? How many releases have there been over the past 3 years? How many security vulnerabilities does git show for this repo? How fast do security patches get released? Is there reference documentation, or only example code? Is the documentation in agreement with the code? Does it have a restrictive license or dependency? Is it export restricted? When you have answers to all these questions, you'll be ready to address your manager's concerns. It will also make you more prepared to think like a manager :)

To find common ground with your manager over new tech in the stack, start by understanding their perspective and concerns. Present a well-researched case for the new technology, including benefits, potential drawbacks, and how it aligns with project goals. Highlight successful use cases and potential return on investment. Propose a pilot project or phased implementation to minimize risks. Be open to compromise, such as integrating the new tech gradually or combining it with existing solutions. Effective communication and demonstrating how the new technology can address specific pain points can help bridge the gap.

Begin by listening to your manager's reservations about the new technology. Ask questions to fully grasp their concerns, whether they relate to cost, implementation time, team training, or potential risks. Understanding their perspective is crucial for addressing their worries effectively.

Clearly articulate the advantages of the new technology. Highlight how it can improve efficiency, scalability, security, or maintainability. Use data, case studies, and potential ROI to support your arguments, demonstrating how the technology aligns with the company’s goals and can solve existing problems.

In addition to the advantages that new tech bring, clearly present and articulate how the new tech contribute to the business outcome and helps the team to solve the top product use cases. Any new tech or framework that we want to introduce in the company or team ,should align with the business priorities and cannot sit in isolation. Also, we need to consider the learning curve for the team, maintenance efforts and potential changes in the release and deployment processes.

I would present the advantages clearly. Clarity is important here because managers are juggling between priorities constantly and do not have the whole day to deep dive into your argument's merits. Also, get support from more senior engineers and highlight how the new tech stack aligns with the overall tech north star of the broader team/org. This should be enough to convince the manager.

Once you understand your manager's concerns, present the benefits of the new technology with a focus on how it aligns with business objectives. Highlight efficiency gains, potential for innovation, and competitive advantages. Use examples and analogies that resonate with business outcomes rather than technical features. Show how the new technology can solve existing problems, improve productivity, or reduce costs. Provide data and case studies to support your points, making the benefits clear and compelling. Your goal is to demonstrate that adopting the new technology is a strategic move that aligns with the company's goals and can drive significant value.

Provide reassurance by outlining a detailed implementation plan that includes risk mitigation strategies, training programs, and support systems. Show that you have considered potential challenges and have prepared solutions to ensure a smooth transition, thereby building trust and reducing apprehension.

To ease your manager's apprehension, offer assurances that mitigate perceived risks. Propose a phased approach to implementation or suggest a pilot project to demonstrate the technology's value without full-scale commitment. Assure them of support structures, like training for the team or consulting with experts who have successfully integrated the technology before. Highlight the availability of robust documentation and community support. By presenting a plan that reduces risk, you demonstrate proactive problem-solving and an understanding of the importance of stability and predictability in software development. This approach can help gain their confidence and approval.

Finding common ground often involves compromise. Suggest incorporating the new technology in a non-critical part of the project or using it as an optional tool alongside existing processes. This allows for gradual adoption and provides tangible results to assess its effectiveness. Be open to your manager's counter-suggestions and show willingness to adapt your proposal. The key is to maintain a collaborative spirit and work towards a solution that satisfies both the desire for innovation and the need for reliability. This approach ensures a balanced integration that minimizes risk while exploring new possibilities.

Encourage an environment where feedback is welcomed and valued. Propose setting up feedback loops where team members can share their experiences with the new technology. This could involve regular meetings or an internal forum where insights, challenges, and successes are discussed. By valuing everyone's input, including your manager's, you foster a culture of continuous improvement where decisions are made collaboratively and based on collective experience. This approach not only helps in refining the implementation but also builds a sense of ownership and trust within the team.

FOMO (Fear Of Missing Out) is an effective strategy to overcome resistance to new tech or products. It might sound manipulative ?? but it is based on human psychology - most people don't want to miss out on major trends and be "left behind". Of course, you must have supportive data. If you can show that others are adopting this new tech then you are credible and FOMO would likely work. If there is no data to support your views, then it might well be a fad or just risky to bet on. You do want to be on the leading edge, but not on the "bleeding edge". You also need to understand what motivates your manager to make these decisions. Then you can tailor your arguments accordingly. Convincing someone is an art rather than a science ??