Why Great Engineering Leaders Focus on Holding the Locker Room

In software engineering and delivery, leadership is often compared to coaching a sports team.

Much like in sports, "holding the locker room" refers to fostering a culture of trust, accountability, and shared purpose.

But the analogy goes deeper: it highlights the difference between being a leader and being a manager, and why demonstrating leadership qualities is essential for the success of the team, not just in delivery, but in creating an environment where people thrive.

From my perspective as a Head of Engineering, I’ve seen firsthand how much it matters for leaders to "hold the locker room" for their teams.

Here’s why and how the right qualities make all the difference.

What it Means to Hold the Locker Room

Holding the locker room is about more than managing tasks and timelines; it’s about creating an atmosphere of psychological safety and alignment. Teams perform best when they trust each other and their leaders, when they’re inspired by a shared vision, and when they feel supported and empowered to take risks and learn from mistakes.

But when leadership fails to hold the locker room and when conflicts go unresolved, transparency is lacking, or blame takes precedence over collaboration, then the ripple effects are profound.

Productivity suffers, morale declines, and talented engineers start looking for the exit.

The locker room isn’t just a metaphor; it’s the emotional foundation that underpins the productivity and performance of a team.

Leadership vs. Management: The Crucial Distinction

The distinction between being a manager and being a leader is central to holding the locker room.

• A manager focuses on tasks: ensuring deadlines are met, budgets are adhered to, and priorities are aligned. These are important, but they’re table stakes for any leadership role.
• A leader focuses on people: building trust, inspiring purpose, and enabling growth. These qualities are what hold the locker room together and create a team that not only meets its goals but exceeds them.

For software engineers, the qualities of leadership are what make the difference between a job that feels transactional and one that feels meaningful. A leader doesn’t just assign work, they show they care about their team’s success, both professionally and personally.

Why Leadership Qualities Matter to the Team

From the perspective of the team, the qualities that distinguish a leader from a manager have a tangible impact on daily work. Here are a few examples:

1. Trust and Transparency: Engineers value clarity, whether it’s about project goals, organisational changes, or career growth. A leader who communicates openly and candidly creates trust, which in turn fosters collaboration. When trust is missing, engineers spend more time second guessing decisions than building great solutions.
2. Empathy and Support: Software engineering is demanding, and burnout is a real risk. A leader who listens to their team’s concerns and takes action, whether that means balancing workloads, advocating for resources, or simply offering encouragement shows that they value the person behind the role. This empathy is the cornerstone of a healthy locker room.
3. Accountability Without Blame: Mistakes happen in every initiative. A leader who focuses on learning and improving rather than assigning blame sets the tone for innovation. Engineers feel safer experimenting, and the team grows stronger as a result. Conversely, a blame culture breeds fear, which stifles creativity and erodes trust
4. Vision and Inspiration: Engineers want to know that their work matters. A leader who connects day-to-day tasks to the bigger picture inspires their team to bring their best. They motivate by showing how individual contributions align with organisational goals and by celebrating successes along the way.

The Leader’s Role in Holding the Locker Room

As a Head of Engineering, I see holding the locker room as my primary responsibility. It’s not about solving every problem personally, but about setting the tone for how the team operates and thrives. Here’s how I approach it:

• Model the Right Behaviors: If I want my team to collaborate openly, I need to demonstrate openness myself. If I want them to be resilient, I need to show grace under pressure. Leadership isn’t just about what you say, it’s about what you do. Align your actions to your words.
• Invest in Relationships: Knowing your team as individuals is key to understanding what motivates them. Take the time to build rapport, recognise their unique strengths, and support their career growth. Take time to floor walk (which is possible even in a virtual context). When people feel seen and valued, they’re more invested in the team’s success.
• Foster a Culture of Safety: Psychological safety is the foundation of a great locker room. This means creating an environment where engineers feel comfortable sharing ideas, raising concerns, and admitting mistakes without fear of judgment or being penalised in some way.
• Stay Present in the Challenges: In difficult times, tight deadlines, high-stakes projects, or organisational change, the leader’s presence is critical. Whether it’s shielding the team from unnecessary distractions or addressing issues head-on, being visible and engaged shows that you’re in it with them.

Leadership is About People

In any organisation, it’s easy to focus on deliverables, metrics, and deadlines.

But the real magic happens when leaders focus on people. When leaders demonstrate trust, empathy, and vision, they create teams that not only perform but genuinely enjoy working together.

Holding the locker room isn’t just a nice-to-have; it’s the foundation for sustainable success.

It’s the difference between a team that merely survives and one that thrives. So, as leaders, let’s remember: while managing tasks keeps the machine running, leading people is what makes it soar.