Director of Engineering Weekly Meeting: Navigating New Responsibilities

I am thrilled to share that I have recently been promoted to the role of Director of Engineering! This new position comes with a unique set of responsibilities and challenges, including a weekly meeting with my five engineering managers. As I step into this leadership role, I want to reflect on the common topics that are crucial to cover in these meetings, based on valuable insights shared by my peers.

Focus on People, Not Processes

One of the most important pieces of advice I’ve received is to prioritize people over processes. As a leader, it’s essential to foster an environment where individual contributors (ICs) feel supported and understood. Instead of diving into discussions about massaging processes or bureaucracy—which can often feel overwhelming—I aim to focus on what my team needs from leadership. Here are some key areas to explore:

• Clarity: Many ICs crave clarity regarding their roles and responsibilities. In our meetings, I plan to ensure that everyone is aligned with our organization’s mission and the technical strategy we are pursuing.

• Support: I want to create an open space where managers can express their needs and challenges. My goal is to ask how I can help rather than adding more tasks to their already full plates. This approach not only encourages transparency but also builds trust within the team.

Honest and Direct Communication

Reflecting on my journey as an engineering manager (EM), I remember the frustration that came from political discussions and unnecessary bureaucracy. Therefore, I intend to cultivate a culture of honesty and direct communication in my meetings. Here are a few strategies I plan to implement:

• Set Clear Goals and Expectations: It is vital to establish clear objectives for the team. I will work collaboratively with my engineering managers to define what success looks like and how we can collectively achieve it.

• Encourage Upward Management: I want to empower my managers to manage up effectively. This means I will encourage them to communicate their needs and any obstacles they encounter, fostering an environment of accountability and collaboration.

Metrics and Continuous Improvement

Another essential topic for discussion in my weekly meetings will be metrics. Understanding our performance and identifying areas for improvement is crucial for our growth as a team. Here are some important points to consider:

• DORA Metrics: As we strive for excellence, I plan to review metrics such as Deployment Frequency, Lead Time for Changes, Mean Time to Restore (MTTR), and Change Failure Rate. These metrics provide valuable insights into our engineering processes and help us identify levers for improvement.

• Establishing Baselines: If we don’t have any metrics in place, this will be our first point of discussion. We need to establish baselines to measure our progress effectively. This means identifying key performance indicators (KPIs) that align with our organizational goals.

Conclusion

As I embark on this new journey as a Director of Engineering, I am committed to creating a supportive and transparent environment for my team. By focusing on people, promoting honest communication, and utilizing metrics for continuous improvement, I hope to lead with intention and purpose.

The road ahead may be challenging, but I am excited to embrace these responsibilities and help my team thrive. I appreciate the insights shared by my peers in the comments section and look forward to implementing their advice in our weekly meetings. Here’s to a successful journey ahead!