[abraxas]

Being ins a similar role myself, how do I ensure that engineers stay happy working on the project that we're working on? I'm finding myself actually doing the opposite of the CTO you mentioned and pushing them towards adopting more off-the-shelf components instead of maintaining homegrown stuff but I think I'm causing a degree of upheaval by doing this. Their justifications for push back however, often smell of sunken cost fallacy to me.

[kwertyoowiyop]

It’s a real problem, if you’ve hired ‘architects’ whose skill and passion is creating new systems, rather than connecting and modifying existing tech. Video games went through this shift about 20 years ago, and it was painful. Many architects ended up moving to the game engine companies, or to other tech areas than games.

[mindvirus]

I think the best thing you can do as a CTO is define the problems/goals and desired outcomes very clearly. Think of possible solutions if you can but don't share them, and give your team the problem to solve. And let them stumble a bit, because in the level of buy in and growth you'll get is more than worth it - it'll be their solution after all.

[yosito]

I'd second this. Your role as a CTO is to define technical strategy and help align your team with that strategy, not to tell your team how to do their jobs. They know how to do their jobs. That's why you hired them. Share your strategy and goals with the team, and trust their judgement on the specific decisions that help you get there. There's nothing more annoying than being an engineer whose technical decisions aren't trusted. If you have a quality engineering team, most of your decisions as CTO should be about strategic direction, not specific technical choices. Specific technical choices can be entrusted to your team as long as they're in line with the strategy.

[throwaway2331]

Literally the only two things leadership should do to be above the mean:

1. Clearly define a vision for the future/ goal(s) that should be achieved

2. Get out of the fucking way of your minions, and trust that you hired correctly, to let them figure out how to get to the finish line

Bonus Points:

3. Your temperament is in the Goldilocks' zone of neither being too much of a spendthrift, nor too much of a miser, when setting budgets, i.e. you're not some rando without P&L experience that was tied to your bonuses.

[leroman]

Sorry to point this out but I find it problematic that neither you nor the engineers are making decisions out of experience.. My recommendation is that you hire someone with a TON of experience that makes these decisions not based on Medium post he read last week..

[noisy_boy]

I am a developer and I always try to re-use a solution (preferably open source) instead of rolling my own (I'm happy to do the latter in case the need/situation demands but those cases are not that frequent). I also happen to enjoy devops (specifically CI/CD stuff and enjoy the integration aspects of connecting things to achieve a goal and see the entire pipeline producing the end-result). So I guess you'll have to find people that have the integrator mindset instead of those with NIH syndrome. At the same time, you do need some talented developers as well in case you do need to roll your own. It is a balance like most things.

[crate_barre]

As someone who is miserable on a similar project, the best thing you can do is give ample breathing room for the labor. The codebase is stress inducing, so being empathetic on deadlines and and what may appear to be shifting attitudes (good days, bad days) means a lot. Give off days early, try to make sure people pace themselves.

Otherwise they’ll burnout and the resentment of the state of the codebase will be jet fuel to that brand new revolving door on your team.

Commiserate to some degree, ‘look, I know this shit sucks’. If they don’t know you empathize, they won’t trust you.

[marcosdumay]

> and pushing them towards adopting more off-the-shelf components instead of maintaining homegrown stuff

Are you spending your time second-guessing the developers and micro-managing them on the exact thing they are supposed to be experts?

Your phrasing has that "feel", but it's far from a sure conclusion. Anyway, if it is the case, you may need to reevaluate both your hiring (should you get more senior people?) and management (this is a clear "should never be done", unless your people are explicitly under training) practices.

[Lhiw]

Off the shelf software isn't an instant win. You're signing up for lock-in, a set way of doing something, a boundary you can NEVER cross, and domain and language you will never be able to change. This language will leak into your software and may not be a good fit for the end user you're trying to serve.

That's a lot of trade offs to avoid maintaining the subset of features you need from said software in house, being able to leverage internal knowledge, being able to streamline all your environments and tooling to suit your needs instead of catering to the needs of said software.

This isn't an argument one way or another, it's just pointing out that there are trade offs you need to make consciously or otherwise.

In your position I would be extremely concerned about pushing off the shelf software onto Devs that either lack the clout to be comfortable pushing back or lack the communication skills to clearly articulate all the trade offs really taking place.

It's very easy for a boss figure to push through requirements with off the cuff pointed questions. The reports often need to push back with orders of magnitude more research and thoughtfulness than went into the question or suggestion.