#08. Question: What's the most effective way to communicate high-level business goals to engineers who often prefer details?

I have been fortunate to mentor many bright minds in the tech world. Through countless discussions, one-on-ones, and brainstorming sessions, I garnered a treasure trove of experiences. Some tales depict success, while others echo the stings of lessons learned the hard way. I have never seen myself as an expert, just someone who walked the path and noticed patterns. I believe that these patterns, or tools if you will, could illuminate the path for many who embark on the journey after me. That's why I share.

How can leaders effectively relay overarching business objectives to technical teams who naturally gravitate towards intricate details? Imagine this scenario: A CEO has set a strategic goal to boost customer retention by 15% in the next fiscal year. She believes that optimizing the current software can play a pivotal role. However, when presenting this goal to the engineering team, she is met with blank stares. The engineers are wondering, "What specific features need change? How will we measure this? Why this particular goal?" This gap in communication is a challenge many leaders face.

At the core of this communication gap lies a dichotomy of perspectives. Business leaders often think in terms of the broader company vision and how various departments can contribute. Engineers, on the other hand, are trained to dissect problems, diving deep into the minutiae.

I remember an instance where we aimed to simplify our user interface. The top management simply communicated, "We need a cleaner design," without delving into specifics. The engineering team, overwhelmed with this ambiguous directive, bombarded management with a slew of technical questions. They sought precision, whereas the management sought a strategic shift.

This divergence arises because of a few reasons:

1. Nature of Training: Engineers learn to be specific, detail-oriented, and solution-driven.
2. Fear of Missing Out: Without explicit details, engineers might fear overlooking key aspects.
3. Desire for Autonomy: Engineers wish to understand the 'why' behind decisions to align their work with company goals.

To bridge this communication gap, one could adopt the following framework:

1. Begin with the Why: Before diving into what or how explain why a particular business goal is set. I once explained to my team the reasoning behind focusing on mobile platforms. Sharing the growth statistics and user behavior made them understand and align better.
2. Provide Context: Share the larger picture, then zoom in on specifics. I recall an instance where we wanted to reduce the server response time. By explaining its impact on user retention and then highlighting specific bottlenecks, the engineers could prioritize effectively.
3. Feedback Loops: Regular check-ins ensure alignment. During one project, bi-weekly check-ins helped pivot our strategy based on evolving business needs.
4. Leverage Technical Leads: Utilize leads or senior engineers to break down high-level goals into actionable tasks. I once partnered with a senior developer to translate a business directive into a technical roadmap.
5. Training and Workshops: Consider organizing sessions where business and tech teams collaborate. A workshop we once held about user experience bridged many gaps between the design, business, and engineering teams.

Simon Sinek's "Start with Why" delves deep into the significance of purpose in any task or strategy. It's an insightful read for leaders looking to communicate effectively.

Remember, this is not the only way to approach this challenge. I've gleaned these insights from personal experiences, and every organization has its unique dynamics. If you've discovered other effective tools or methods, I'd be eager to learn from you. Sharing paves the way for collective growth.