How does the philosophy of self-managed team work in engineering team

# How Does the Philosophy of Self-Managed Teams Work in Engineering Teams?

In the fast-paced world of software engineering, teams are often encouraged to adopt a self-managed approach. This philosophy promotes autonomy, accountability, and collaboration among team members. However, the reality of implementing self-management can be complicated, especially when faced with underperformance within the team. 

## The Challenge of Underperformance

Consider the case of a new team member who joined about a year ago but has been struggling to meet expectations. This individual exhibits substantially lower work quality and productivity compared to their peers. Despite attempts by the current team lead and other members to provide learning resources, the underperforming member shows little motivation to improve, expressing that they will only learn if they perceive it as beneficial to their career. This raises significant concerns about both individual and team performance.

The engineering manager, with limited experience, asserts that the company adopts a self-managed team philosophy and discourages direct involvement in the day-to-day management of team members to avoid micromanagement. This creates a challenging dynamic where the lead engineer feels responsible for the success of the project but is left to navigate the complexities of individual performance issues without adequate support.

## Navigating Underperformance in a Self-Managed Team

### 1. Understanding Leadership Responsibilities

As a lead engineer, the first step in addressing the situation is to clarify the leadership responsibilities within a self-managed team. While autonomy is valuable, it should not absolve team leaders and managers from accountability for performance management. If an underperforming team member poses a risk to the project's success, it is crucial to escalate the issue to the engineering manager.

In many organizations, engineering managers are responsible for performance reviews and ensuring that team members are held accountable for their work. This includes setting clear expectations, providing feedback, and offering support for professional development. If an engineering manager is not fulfilling this role, it can lead to frustration and hinder the overall performance of the team.

### 2. Addressing the Issue with the Engineering Manager

If you find yourself in a situation where the engineering manager is resistant to taking responsibility for individual performance issues, it may be necessary to have a candid conversation with them. Express your concerns about the impact of underperformance on the team's morale and productivity. If the engineering manager continues to deflect responsibility, consider escalating the matter to HR for guidance. After all, HR is often equipped to mediate conflicts and provide advice on performance management practices.

### 3. Setting Clear Expectations

In a self-managed team, it is important to establish clear expectations for all members, including the underperforming individual. This involves defining roles, responsibilities, and performance metrics that align with the team's goals. Regular check-ins and feedback sessions can help ensure that everyone is on the same page and provide opportunities for the underperforming member to engage with the team and seek help when needed.

### 4. Fostering a Supportive Environment

While it can be frustrating to deal with an underperforming team member, it is essential to maintain a supportive and collaborative environment. Encourage open communication and create a culture where team members feel comfortable discussing their challenges and seeking assistance. This can help the struggling member feel more included and motivated to improve.

## Conclusion

The philosophy of self-managed teams can be a powerful approach to enhancing collaboration and accountability in engineering teams. However, it is crucial to recognize that autonomy does not equate to a lack of responsibility for individual performance. By clarifying leadership roles, setting clear expectations, and fostering a supportive environment, teams can navigate the challenges of underperformance effectively.

Ultimately, the success of a self-managed team depends on the collective commitment of its members and leaders to uphold accountability and support one another in achieving their goals. If you find yourself in a similar situation, remember that it is okay to seek guidance and escalate issues when necessary to ensure the success of the team as a whole.