CORE VALUES - Take 2

Success transcends the mere software we deliver; it encompasses the value we bring, the transformations we initiate, and the lasting impressions we leave behind.”

Throughout my career, I've had the opportunity to apply my technical expertise across a variety of sectors, including finance, technology centers, and businesses of varying sizes. Beginning as an ambitious young engineer and evolving into an experienced Software Engineering Manager, I have focused equally on code and team dynamics. While I wouldn't claim to have all the answers, my journey has equipped me with valuable insights, learning experiences from both successes and failures, as well as a repertoire of inspiring stories. I believe that technology is not just about data manipulation, but also about the people who utilize that data to effect meaningful change. And let me tell you, one of my tools is an acronym I swear by CORE VALUES.

Here's why I swear by CORE VALUES:

Commitment: This goes beyond deadlines. It's about showing up, being present, and dedicating oneself wholly to the craft, the mission, and the team. Success is more than the software we deliver. It is the value we provide, the change we create, and the impression we leave.

Commitment It isn't merely about meeting deadlines. It delves deeper. I recall a junior developer, Alex, who once struggled with a project. Instead of merely focusing on the code, he invested time to understand the business context, interacted proactively with the product team, and was present in every team huddle. He didn’t just “finish tasks”; he committed to understanding the bigger picture. His growth in the subsequent months was nothing short of stellar.

Openness: In the fast-evolving software world, flexibility and adaptability are key. We must embrace transparent communication, actively seek feedback, and maintain an insatiable curiosity.

Openness. The dynamic landscape of software development requires technical agility and interpersonal flexibility. For example, when one of my teams grappled with an unforeseen bug close to a product launch, transparent communication was paramount. Instead of finger-pointing, the team came together, shared updates honestly with stakeholders, and brainstormed solutions. Additionally, I've always encouraged my mentees to solicit feedback actively, not just when things go awry but as part of their regular growth process. To lead in this industry, we must be perpetual students, hungry for knowledge and unafraid of feedback.

Respect: A team thrives when every member feels valued. This involves listening actively, acknowledging contributions, and ensuring a safe space for diverse opinions.

Respect: A vital pillar in software engineering management, respect can make or break a team. I've seen firsthand how a team flourishes when every member knows their value. This isn't just about a pat on the back. It means truly listening when someone speaks, not just waiting for your turn to reply. I recall a junior developer, Ananya, presenting an unconventional solution during a team meeting. While initially met with skepticism, I ensured we all took a moment to understand her perspective genuinely. That approach solved our problem more efficiently and boosted her confidence.

Acknowledging contributions, whether big or small, fosters a culture of growth and collaboration. For instance, when our backend team overhauled a legacy system under tight deadlines, I ensured the organization recognized its efforts, emphasizing individual achievements.

Moreover, respecting diversity of thought is crucial. I set a ground rule during brainstorming sessions: every idea has merit. This safe space for diverse opinions sparked creativity, like when we combined features from two seemingly opposing suggestions, leading to a breakthrough in user experience.

Respect isn't just a value; it's an actionable practice that propels teams to greater heights.

Empathy: is the unseen software that makes everything run smoothly in a world of code. Understanding and addressing the emotional and professional needs of your team is crucial.

Empathy is the unseen software that makes everything run smoothly in a world of code. I've mentored many individuals, each with unique strengths, aspirations, and challenges. Every time a developer approached me, frustrated after hours of debugging, I remembered that behind that code was a human being. Instead of merely focusing on the technical hiccup, I'd often begin by asking, "How do you feel about this challenge?"

This simple question opens a world of understanding. Once, a team member shared that his father was unwell, which affected his concentration. Knowing this, I adjusted his workload and deadlines, ensuring he had the support he needed professionally and emotionally. Another time, a junior developer felt overwhelmed by the complexity of a project. By recognizing her feelings, I paired her with a senior developer for mentorship, fostering growth and confidence.

I've seen that software projects don't fail just because of faulty code; they falter when we neglect the human element. Empathy isn't a sign of weakness; it's a tool that strengthens teams, bolsters productivity, and creates an environment where everyone thrives. Sharing these tools with aspiring leaders, I want to create a tech world that values not just code but also the coders.

Vision: A successful project starts with a clear, motivating vision. As leaders, we must set that direction and inspire others to follow.

Vision: Every successful project hinges upon a compelling vision. I've seen time and again that a clear, motivating vision is the cornerstone of achievement. It’s not merely about defining goals but about vividly portraying the future. I remember mentoring a young developer who felt lost in the mundane coding tasks. I shared with him the vision of our project: a world where our software streamlined tasks and made people's lives easier. Suddenly, he wasn't just coding but building a bridge to that envisioned future.

As leaders, we are responsible for setting that direction and infusing it with passion and drive. One tool I've consistently shared with fellow leaders is the "Future Press Release" exercise. Imagine your project is complete, and you're writing a press release for its launch. What does it say? How has it changed the world? This exercise forces clarity and fosters excitement.

Inspiring others isn't about pushing them forward; it's about pulling them towards a vision so magnetic that they want to be part of making it a reality.

Accountability: When things go awry, and they often do, taking responsibility and owning up to mistakes is not just admirable; it's essential.

Setbacks happen. But what differentiates good leaders from great ones is the ability to step forward and say, "I take responsibility for this."

I recall a junior developer on my team who mistakenly deleted a critical piece of code just before a client demo. Panic ensued, but instead of placing blame, I stood up, admitted the oversight, and ensured we'd fix it promptly. The lesson here was about more than just meticulous code management and the significance of accountability.

Another time, a team I led missed an important deadline. Rather than pointing fingers at my team, I owned the mistake in front of the senior management and devised a recovery plan. It showcased that while I valued my team's efforts, I held myself responsible as their leader.

These experiences have solidified my belief: True leadership isn't about avoiding mistakes but about owning them, learning, and evolving. Sharing these tools and stories is my way of helping future leaders understand that accountability isn't just about responsibility—it's about growth and trust.

Learning: Technology changes and tools evolve, but the thirst for learning should remain constant. Encouraging a culture of continuous improvement is what keeps us at the forefront.

New tools and methodologies frequently emerge, but one thing remains unchanged: the insatiable thirst for learning.

To lead is to learn continually. I remember one engineer, Jake, who entered the team with a narrow skill set. I encouraged him to dedicate weekly time to explore outside his comfort zone. Within a year, Jake became proficient in three more programming languages and introduced us to techniques that significantly optimized our workflows.

Similarly, Sarah, a team lead, once spearheaded weekly tech talks, giving everyone the platform to share knowledge. It created a domino effect, with team members eager to discover and teach something new. This culture of continuous improvement kept us dynamic and ahead of the curve.

The tools and technology we use today might become obsolete tomorrow. But if we embed the zeal for learning in our teams and ourselves, we'll always be prepared for the future. Sharing these tools and stories is not about establishing expertise but lighting the way for others.

Unity: We're stronger together. Fostering collaboration, ensuring everyone is on the same page, and celebrating collective victories are signs of a united team.

Unity forms the backbone of every successful team. When I first took on a leadership role, I quickly recognized that individual brilliance couldn't outshine a united team effort. One of my most vivid memories is of a project that faced numerous setbacks. Each member had their own solution, but the lack of alignment exacerbated the problem.

I introduced a simple tool: a weekly alignment meeting. The goal wasn’t to brainstorm solutions but rather to ensure that every team member understood our collective objectives and the challenges we faced. Slowly, we saw the change. Ideas began to merge, solutions became more cohesive, and the team became a singular driving force.

In another instance, after achieving a hard-won milestone, instead of individual commendations, we celebrated as one. We highlighted collective successes over individual feats. This shifted the focus from "I" to "We."

Over the years, I've realized that fostering collaboration isn’t just about getting everyone to work together. It’s about instilling a shared belief that we're stronger together. As leaders, our role isn't to create superstars; it's to forge super teams where unity propels us forward.

Engagement: Being a spectator isn't an option. Engaging actively, participating in discussions, and being a hands-on leader is non-negotiable.

Engagement stands out as a paramount lesson. In our rapidly evolving tech world, merely watching from the sidelines ensures obsolescence. Once, a junior engineer timidly approached a complex problem, uncertain of her solutions. Instead of handing her the answer, I sat with her, diving deep into the issue. Together, we brainstormed, debated, and finally found a solution. This hands-on approach solved the immediate problem and instilled confidence in her to tackle future challenges head-on.

Leaders who engage don't just dictate; they immerse themselves in the thick of things, fostering a culture of active participation. When you dive in, ask questions, and collaborate, you lead by example and create an environment where everyone feels valued and heard. Engaging actively, participating passionately, and leading hands-on are not just desired traits – they are the bedrock of effective leadership.

Sustainability: Beyond short-term goals lies the vision for long-term success. We must ensure that our practices, our projects, and our team's well-being are sustainable in the long run.

Sustainability in software engineering is paramount. Over my career, I've seen many teams fall into the trap of chasing short-term goals at the expense of long-term success. An example that stands out involved a team sacrificing code quality for speed, resulting in a product riddled with technical debt. Months later, they spent more time fixing bugs than developing features.

It's not just about the projects, though. I've mentored many individuals who, in their pursuit of excellence, worked long hours and neglected their well-being. One standout engineer, Jake, was brilliant but burned out after consecutive late nights. We lost him to a six-month sabbatical. This drove home the importance of work-life balance.

To counter this, I've developed tools and strategies to maintain sustainability. Code reviews, consistent refactoring, and regular feedback loops help sustain project health. For the team, I emphasize regular breaks, continuous learning, and open conversations about workload. Sprinting is part of a marathon; we shouldn't exhaust ourselves in the first mile. Leaders should champion these values for projects and the individuals driving them. Sustainable practices ensure not only the success of our products but also the thriving of our teams.

In sharing these CORE VALUES, I do not intend to prescribe a one-size-fits-all formula. Instead, I aim to offer a compass, guiding aspiring leaders through the challenges and decisions they will undoubtedly face. This acronym serves as a beacon, reminding us of the essentials that make a difference in our leadership journey.