Engineering leader,
Leadership coach
As an Engineering Manager, I coach teams of engineers who are passionate about solving real problems for end users. With 4+ years of leadership experience, I have developed a keen sense of how to build and maintain high-performing teams that deliver quality software solutions.
As a Leadership Coach, I help engineers discover how they want to grow, evaluate different paths, and create plans to build the skills they need.
Leadership Style
Set a high bar; provide the tools.
I work to build a high-trust environment by driving decision-making down, setting clear expectations, and providing regular feedback. I delegate responsibility, not tasks, though no one is left to sink-or-swim.
Management Style
Just enough process. Default to over communication.
Process should serve the needs of the team, not the other way around. Having worked on many different kinds of teams, I know that each team needs something different. My goal for introducing any process is to build trust on the team and with stakeholders. I love Jira and any other tool that enables me to work with the contents of our brains in a shared space.
Communication Style
Transparent and flexible
I adapt my communication to the audience, reserving technical detail for folks at the implementation layer. I like the "body on the floor" method where you skip the preamble and get right to the point.
Technical Philosopy
Low risk innovation.
I create an environment of innovation and exploration, but prefer the blessed stack when the stakes are high.
Investment Philosopy
Growth mindset. Lead from any seat.
Successfully shipping software is a team effort, and requires much more than just the code we write. Leading a project is a great way to learn the full craft of software engineering, and everyone on the team needs to experience project leadership -- not just a select few.
Team Motivation
Connect efforts to business impact
Most engineers are curious and self-directed learners, so continuously connecting their efforts to the impact on the team, the customers, and the business, is very motivating. One way to demotivate a team is to give them repetitive, thankless work without an end in sight. I try to avoid that wherever possible. When it isn't possible to avoid repetitive work, it can't also be thankless!
Organizational presence
Spotlight the team
I am loud and proud when it comes to recognizing team and individual achievements, and I encourage my teammates to drive visibility of their work as well. I also develop a peer network across the company is because viewing of the company from different perspectives ensures we are all aligned on how to achieve our goals.
Adapting to Change
Start with WHY and leave breadcrumbs.
Priorities shift and projects get sidelined. This is a good sign in a healthy business! Leave the project in a good state for when it can be picked back up: document your TODOs and the current state of affairs, consolidate threads into a wiki, and communicate the shift in priority to stakeholders along with the WHY.
Continuous Improvement
Never stop investing in yourself
Regular reflection on decisions and skills is the only way to improve. I am a voracious reader, and typically reach for books that will change how I see the world. See the resources section for some of my favourites!
With technical expertise and leadership acumen, I excel in fostering collaborative environments, driving project success, and coaching teams to achieve their full potential. I am adept in strategic planning, agile methodologies, and effective communication which I use to navigate complex challenges and deliver high-quality solutions that solve end-user problems.
As a generalist engineer, I gained enough proficiency to be dangerous in many different languages and technologies, including:
For green-field work, I am most comfortable using front-end technologies but am happy to dive into the backend if I need a new API. I also love to flex my deep debugging skills on legacy codebases.
Engineering managers often encounter complex problems that require creative and analytical thinking to solve. I am able to identify issues, analyze them thoroughly, and develop effective solutions.
I can plan, organize, and execute projects efficiently. This includes resource allocation, risk management, and prioritization of tasks. I work to build trust with leadership in order to gain autonomy to define deadlines.
Building a cohesive team and fostering a positive work environment is essential for productivity and morale. This involves hiring the right people, providing mentorship and guidance, and promoting professional growth and development.
I build trust with my team by working to understand their perspectives, finding the common denominator, and striving for psychological safety.
Being able to think strategically and align the team's efforts with the broader goals of the organization is important for long-term success. I put in the effort to understand market trends, anticipate future challenges, and identify opportunities for growth and innovation.
I'm not currently looking for work, but I am welcoming new coaching clients.
email: keighty.leonard@gmail.com