|
|
|
|
|
|
by cstrasen
2557 days ago
|
|
|
Performance and, to a much lesser extent, accountability are not the easiest topics in software engineering outside of strict waterfall. Still, awareness of these is critical for teams. In that particular example that you are replying to I would go a few "why" steps deeper though.
Why are they not motivated enough by their work maybe?
Are they not aware maybe how a higher than "normal" engaging in distracting activities will hinder their development and ultimately their career? Slacking off once in a while is perfectly normal. It is rare to find the perfect situation of engineer's brains being constantly on fire, churning out great solutions because they are so motivated, in the right place at the right time being asked to and capable to do the right thing in the right way.
No manager can make their team get closer to that nirvana alone - It needs a good environment but most of all an intact network of trust inside the team and the openness to speak about lack of motivation or other issues and trying to tackle it together. Imho it is your task to help them become aware (calling out and other methods), reflect on the issues and gain the confidence that a change can be made that benefits them. |
|
|
Great point, and I think it needs elaboration. Particularly if increased slacking/FB use is something that has increased over time for a person, I would also take it as a sign that they are losing motivation. Banning FB or chastising them when you see them use it won't restore that motivation.
A lot of people go through phases like this. It can be symptomatic of:
- Overwork, stress, potential burnout
- A workload the person finds repetitive, not challenging, or uninteresting (maybe they need a change in task type)
- A feeling that work is not rewarded, possibly that person needs more praise or recognition, or even just interest from manager/others about what they are doing
- Person is lost or stuck on what to do next, the task may be too hard for them or they need to talk it over with someone. Many introverts especially will not ask for help when stuck.
> engineer's brains being constantly on fire
The elusive flow. In my experience flow states are most common when: (A) there is sufficient freedom to explore the problem space, (B) fairly rapid feedback, and (C) people are impressed by or interested in what I am doing. Success breeds success. I am convinced that one of the most important jobs of a manager is to cheerlead for the team and remind them why their work is interesting and valued. Who else is going to do that if not the manager? Feelings of success and confidence breeds more success.
Having people do quick demos or small green-field projects, even if it isn't exactly the top priority at the moment, then complimenting the result, is a good way to boost morale and interest in my experience.