Balancing Team Autonomy And Guidance In Engineering

One of the hardest balances to master as a leader is staying informed about your team’s work without crossing the line into micromanaging them. You want to support them, remove roadblocks, and guide outcomes without making them feel like you’re hovering. Here’s a framework I’ve found effective for maintaining that balance: 1. Set the Tone Early Make it clear that your intent is to support, not control. For example: “We’ll need regular updates to discuss progress and so I can effectively champion this work in other forums. My goal is to ensure you have what you need, to help where it’s most valuable, and help others see the value you’re delivering.” 2. Create a Cadence of Check-Ins Establish structured moments for updates to avoid constant interruptions. Weekly or biweekly check-ins with a clear agenda help: • Progress: What’s done? • Challenges: What’s blocking progress? • Next Steps: What’s coming up? This predictability builds trust while keeping everyone aligned. 3. Ask High-Leverage Questions Stay focused on outcomes by asking strategic questions like: • “What’s the biggest risk right now?” • “What decisions need my input?” • “What’s working that we can replicate?” This approach keeps the conversation productive and empowering. 4. Define Metrics and Milestones Collaborate with your team to define success metrics and use shared dashboards to track progress. This allows you to stay updated without manual reporting or extra meetings. 5. Empower Ownership Show your trust by encouraging problem-solving: “If you run into an issue, let me know your proposed solutions, and we’ll work through it together.” When the team owns their work, they’ll take greater pride in the results. 6. Leverage Technology Use tools like Asana, Jira, or Trello to centralize updates. Shared project platforms give you visibility while letting your team focus on execution. 7. Solicit Feedback Ask your team: “Am I giving you enough space, or would you prefer more or less input from me?” This not only fosters trust but also helps you refine your approach as a leader. Final Thought: Growing up playing sports, none of my coaches ever suited up and got in the game with the players on the field. As a leader, you should follow the same discipline. How do you stay informed without micromanaging? What would you add? #leadership #peoplemanagement #projectmanagement #leadershipdevelopment

Great engineering leadership isn’t about solving everything. It’s about creating the conditions where your team can. In my early leadership days, I thought I had to walk in with the answers. Over time, I learned something better: Most engineers don’t need hand-holding. They need clarity, context, and trust. Here’s how I lead now (and what’s worked): 1. Present the problem, not a pre-baked solution. → Engineers are problem-solvers. Don’t rob them of that. → Instead of “We need to use Kafka here,” say: “We need async processing at scale. Thoughts?” 2. Share constraints early. → Be open about deadlines, budget, team bandwidth, or tech debt. → Constraints help the team make realistic design choices. 3. Make room for trade-off discussions. → Your job isn’t to rush decisions. It’s to ensure good ones. → Let the team think through latency vs cost, monolith vs microservices, etc. 4. Guide the decision, don’t dictate it. → Ask: “What risks do you see?” or “What’s your fallback plan?” → Step in only when clarity or urgency is needed. 5. Protect builder time. → Cut unnecessary meetings. Shield them from noise. → Innovation dies in a calendar full of status syncs. Leadership is knowing when to speak and when to listen. You don’t earn trust by having all the answers. You earn it by helping your team find better ones.

Dead by Delegation: A Leadership’s Dilemma We often hear that great leaders delegate. And it’s true—delegation empowers teams, builds trust, and scales impact. But there are hidden dangers: delegating without direction or delegating but then micromanaging every detail. I’ve noticed in myself a tendency to give too little direction. I often trust people to figure things out and learn by doing. While this approach can encourage independence, creativity, and ownership, it can also leave some team members uncertain about expectations or unsure of what success looks like. On the other hand, I’ve worked with colleagues who lean toward micromanagement. Their approach ensures clarity and precision but can sometimes stifle initiative and discourage innovation. The truth is, neither extreme is ideal. The sweet spot lies somewhere in between. Leadership requires striking a balance—providing enough direction to guide, align, and set clear expectations, while also giving enough freedom to let people problem-solve, innovate, and grow. It’s about equipping people with the “why” and the “what,” but allowing flexibility in the “how.” The real challenge is that this balance is not static. Some team members need more structure, especially when they are new to their role, unfamiliar with processes, or working on high-stakes projects. Others thrive with greater autonomy, especially when they are more experienced, creative, or highly motivated. As leaders, our responsibility is to read the situation, adapt, and calibrate our level of guidance—to know when to step in with clarity and when to step back with trust. I’ve seen leaders, in academia and beyond, fall into these traps. What happens then? • Work gets lost in translation. • Teams feel abandoned, confused, or suffocated. • Leaders lose visibility—or drown in unnecessary control. • Projects stall—or worse, fail. This is what I call “Dead by Delegation.” Delegation should never be about “getting things off your plate.” Nor should it mean hovering over every move. It must be about putting the right things into the right hands—with the right support. 🔑 Healthy delegation requires: 1. Clarity – What exactly is expected? What does success look like? 2. Context – Why is this important? How does it connect to the bigger mission? 3. Capacity – Does this person have the time, skills, and resources? 4. Check-ins – Not micromanagement, but alignment points to ensure progress. 5. Credit – Recognition of those who carry the work forward. ✨ Leadership is not about doing everything yourself. But it’s also not about disappearing—or controlling every move—after delegating. 💡 True leadership lives in the balance—trusting your team while remaining present, intentional, and accountable. #Leadership #Delegation #Teamwork #Accountability #GrowthMindset #AcademicLeadership #DentalEducation

Sometimes as a leader, you need to ask yourself “am I the drama?” Nobody likes to be labelled “micromanager” Although the intentions behind micromanagement may vary, the constant is that micromanagement causes significant issues within teams. When leaders share that they have been tagged a micromanager - or maybe you are part of a team led by one - the first step is to slow down and get curious. Rather than falling into the more knee-jerk reaction of defending, armoring up or shutting down; get curious about what is really happening within the dynamics of the relationship. It’s more than a leadership or personality style—in my experience, it could be any of these issues (sometimes, a combination of two or all three) 👉 A struggle for power and autonomy Some individuals naturally gravitate toward an independent work style. While admirable, this approach can sometimes clash with team collaboration. As a leader, your role is to harmonize the needs of the team with the autonomy of the individual. Consider these three approaches to define autonomy effectively: ✅ Set a clear vision for the desired outcome so everyone knows what success looks like. ✅ Touch base early to confirm alignment and direction. ✅ Encourage team members to pause if they're stuck for more than 20 minutes and seek clarity or support. 👉 Broken trust Micromanagement often masks a deeper issue: a lack of trust. Before tightening the reins, reflect on what’s creating the need for excessive oversight. Shane Feldman’s trust framework—caring, sincerity, reliability, and competence—provides a useful lens: ✅ Caring: Do team members grasp the project's importance or how their contributions affect others? ✅ Sincerity: Have actions aligned with commitments? ✅ Reliability: Are deadlines consistently met, and are roadblocks communicated in time? ✅ Competence: Do they have the skills and experience necessary for this task? When trust falters, honest discussions pave the way for rebuilding trust and resetting expectations without resorting to micromanagement. 👉 Broken System Some work environments require strong communication and collaboration frameworks. Without them, leaders may unintentionally micromanage to compensate for systemic inefficiencies. To counteract this, establish transparent processes. For instance, implement structured updates via project management tools or schedule consistent team check-ins. This will reduce oversight while empowering your team to self-manage effectively. If you receive feedback about micromanaging, resist the urge to dismiss it. Self-reflection is a cornerstone of growth. Balance autonomy, nurture trust, and optimize systems to lead with confidence, empathy, and impact. The shift starts with self work. Now ask yourself again after this post: am I the drama? #LeadWithLove #Micromanagement #LeadershipExcellence #TeamTrust #Empowerment #WorkplaceCulture #Unsiloed

I’m about to reveal what career coaches often skip over—self-awareness is your strongest asset. The truth? Most leadership advice is all about tactics, but the real game-changer starts from within. After years of leading teams, here’s what I’ve realized: The “control paradox”: The tighter you hold on, the more things slip away. When I stopped micromanaging and started trusting, our team’s innovation jumped by 3x. Your team already knows the way—they just need the space to show you. I’ve seen junior developers come up with solutions our senior architects hadn’t even considered, all because they felt empowered to think differently. The best alignment isn’t in playbooks. It’s in having a few clear principles everyone can interpret and make their own. Look at Google. Their leadership embraced autonomy by encouraging employees to dedicate 20% of their time to passion projects. This trust in their teams led to groundbreaking innovations like Gmail and Google Maps. Similarly, when I stepped back and gave my team space to lead, they didn’t just follow instructions—they brought fresh ideas that drove results I hadn’t even anticipated. Want to transform your leadership? Start here: 1. Replace daily check-ins with weekly strategy sessions 2. Define 3-5 guiding principles, not endless procedures 3. Ask “what would you do?” before giving solutions 4. Create room for experimentation (and the occasional misstep) The data backs this up: Teams with autonomy see 23% better problem-solving and 37% higher engagement. If you’re needed for every decision, you’re not leading a team—you’re creating a bottleneck. Challenge: This week, choose one area where you can step back and let your team lead. You might be surprised by what they accomplish. What’s your experience with autonomous teams? Share below! #Leadership #SelfAwareness #Teamwork #Innovation #AutonomousTeams #CareerGrowth

Imagine two employees: Alex and Jordan. Both are talented and driven, but there's a fundamental difference in how their managers trust and empower them. Alex's manager gives him the autonomy to set his deadlines, make decisions on projects, and approach his work in a way that best suits his skills. Jordan's manager, however, insists on setting strict guidelines, directly overseeing every step, and making decisions without Jordan's input. Over time, Alex flourishes, his creativity and productivity soar; he feels valued and motivated. Meanwhile, Jordan, feeling micromanaged and stifled, shows only marginal improvements, his potential untapped not due to a lack of capability, but a lack of trust and autonomy from his manager. This scenario highlights a critical management insight: Autonomy can significantly boost performance, innovation, and job satisfaction. As managers, how can you effectively trust your team members with more autonomy? Here are three tips: Define Clear Outcomes: Clearly articulate the goals and expected outcomes to your team. Providing a clear direction ensures that team members can navigate their tasks independently while aligning with the team’s goals. It’s about giving purpose and freedom within a structured framework. Encourage Open Dialogue: Cultivate an environment where team members feel comfortable sharing their ideas and feedback. This not only empowers them but also enriches decision-making with diverse insights, making autonomy a source of collective strength. Equip Your Team: While offering autonomy, ensure your team members have the necessary resources and support to execute their decisions. Access to adequate tools and information empowers them to make informed decisions and act autonomously with confidence. In embracing autonomy, remember that the ultimate goal is to create a workforce that feels empowered to bring their best selves to work, leading to higher engagement, creativity, and productivity. Let's lead with trust and watch your team members, and firms, thrive. https://lnkd.in/ecbhKkPN

Leading 100s of engineers taught me one crucial lesson: Delegation is vital. Trying to do everything yourself isn’t leadership, it’s a bottleneck. It slows progress, frustrates your team, and limits innovation. Effective delegation not only lightens your load but also empowers your team, improving engagement and building autonomy. Delegation Poker is a great way to create the right culture. How It Works: 1️⃣ Step 1: Sit down with your team and identify key decisions that need clarity. 2️⃣ Step 2: Each team member thinks about how much control the leader or team should have,  then picks a number from 1-7 to match the appropriate level of delegation. (All team members should reveal their cards at the same time) The Levels: 1: Leader Decides. The leader makes the call. Example: “This is my call. Here’s the plan.” 2: Leader Decides and Explains. The leader decides and shares their reasoning. Example: “Here’s my decision and why it’s best.” 3: Team Decides Together. Leader and team collaborate. Example: “Let’s explore options and choose together.” 4: Leader’s Input, Team’s Decision. The leader advises; the team decides. Example: “Here’s my take, but it’s your call.” 5: Team Decides, Informs Leader. The team decides; the leader stays updated. Example: “I trust you. Just let me know.” 6: Team Decides, Leader is There to Help. The team owns it; the leader supports if asked. Example: “It’s yours. Reach out if needed.” 7: Team Owns It. The team has full autonomy. Example: “This is yours. I trust you.” Once everyone agrees on the level,  they follow through with the decision-making process. Happy Delegating! ________________ ♻️ Share this with your network  ➕ Follow me, Suren Samarchyan, for more on leadership

I once worked with a manager who micromanaged our team down to the smallest of tasks.  Every decision had to go through him, every small update had to be shared, and we felt like we weren’t trusted to do our jobs. It sucked the joy out of the work and killed our motivation.  That experience taught me very early that people hate being micromanaged.  When I became an engineering manager, I made my own mistakes but never micromanaged. Because from my own dev experience, I realized:   - You don’t just tell people what to do.   - You set clear goals.   - You empower them.   - You trust their initiative.  You want people to take ownership. When they feel trusted, they’re happier and more productive, and they perform better. But here’s the tricky part: How do you motivate your team without burning out or burning them out?  Here are a few strategies that always work for me:  1. Set clear, meaningful goals   –When people know the “why” behind their work, they’re more driven.  –Make it clear how their tasks connect to the bigger picture.   2. Recognize and celebrate wins   – A simple “thank you” or acknowledgment during a meeting can go a long way.  – People stay motivated when their efforts are seen and appreciated.   3. Encourage work-life balance   – Set realistic deadlines, encourage breaks, and lead by example.  – Don’t reward overwork—reward good work.   4. Give autonomy and ownership   – Nobody likes being told how to do their job.  – Trust your team to make decisions. –  Let them own projects, and watch them grow.   5. Create a safe, supportive environment   "If people don’t feel safe to share their ideas or challenges, they won’t thrive."  – Encourage open communication and value collaboration over competition.   6. Offer growth opportunities   – Stagnation kills motivation.  –Help your team grow with new challenges, mentorship, and training.   7. Lead by example   – Your team watches you.  –Be the kind of leader you’d want to follow: positive, transparent, and resilient.  Motivating your team is creating an environment where people feel respected, trusted, and valued.  And most importantly, it’s about remembering that your team isn’t a set of “resources.” They’re human beings. Treat them that way, and they’ll show up for you every single time.  – P.S: If you're a senior engineer, or a tech lead and looking to transition to management and grow, I'm doing a free webinar soon, please fill out this form to register: https://lnkd.in/gZ7VcqMD This will also be useful for a new manager!

The mark of a good leader is how the team functions in their absence. - Some leaders leave behind a team that struggles—systems and workflows are heavily reliant on their presence, causing productivity dips and frustration. - Others leave behind a team that continues to thrive. While the team may miss their contributions, they are fully equipped and empowered to operate seamlessly. The difference lies in mindset. Good Leaders: - Focus on mentoring and growing the team, not just solving problems themselves. - Build systems that are resilient and documented, minimizing dependency on individuals. - Encourage knowledge-sharing to ensure no critical information is siloed. - Regularly assess workflows, empowering others to take ownership and innovate. It’s about shifting from being indispensable to making the team indispensable. This lesson took me time to learn, but it’s now one of the first things I teach mentees—helping new grads grow into high-performing engineers in just a few years. #Leadership #Mentorship #EngineeringExcellence #TeamResilience #GrowthMindset #TeamBuilding #KnowledgeSharing

Great engineering teams don't just happen, they're built intentionally. Over my years as an engineering leader, I've found one truth that stands out: The best leaders multiply the capabilities of their teams. It’s tempting for leaders, especially those with deep technical backgrounds, to dive into the weeds and solve problems directly. But true leadership isn't about doing, it’s about empowering. When leaders consistently step in to fix issues themselves, they inadvertently cap the growth of their team. Instead, great leadership involves setting clear expectations, providing the right resources, and then stepping back to allow your team the space to succeed (and occasionally fail). When your team knows you're there to support, not micromanage, trust flourishes, innovation thrives, and individuals grow faster than ever. Actionable takeaway: If you're leading a team, pause before jumping in to solve every issue. Ask yourself: - Am I providing clarity rather than just solutions? - Am I building independence or dependence? Empower your team today, and watch them elevate tomorrow. I'd love to hear your thoughts, how do you multiply your team's capabilities?