Engineering Leadership

Rewrites are an organizational failure more often than a technical one. These episodes are about the people side.

A rewrite produces almost no external evidence of progress for a long time, and leaders respond to that silence with oversight: longer status reports, more frequent reviews, more stakeholders in the room. To the team it reads as micromanagement; to the leader it is managing risk with nothing to go on. Both readings are right, and the supervision itself slows the work down further.

These conversations cover the ground underneath that: culture, autonomy, hiring, morale, running organizational change, and teaching engineers to describe technical friction in terms the rest of the business can act on.

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