[nine_zeros]

> Sounds like the problem is engineers aren't accountable for quality. Rather than prescribing a solution, these leaders should make sure incentives are correct in their organization.

A low effort management practice is to make engineers move fast at the expense of quality.

An even lower effort practice is to then turn around and hold engineers accountable for the choices made by management in the first place.

[iamnafets]

The obvious needle thread here is to not "make" engineers do anything, but hold them accountable to the results the business needs to see. The best teams are composed of empowered, accountable engineers who have the flexibility to do what they're paid to do.

[nine_zeros]

Define "holding" them accountable.

In my experience, this just means asking them to move faster, faster, faster but hold them "accountable" for the inevitable outage.

Unless engineers have the overriding power to define and redefine timelines, without management retaliation, "holding" them accountable== make