I consider myself a senior software developer, I have lots of experience and so forth. Some months ago, I've started a new job. The project itself is interesting and has potential, but is not challenging (in the sense that there's nothing innovative on the software-side). The only challenge is delivering high quality features quickly, and this is really appealing for me.
My teammates are junior programmers. I don't know why, but they do think they are senior. This is not a problem per se: I'm perfectly fine with that. Also, they have identified me as a leader, and they ask me whenever they have a programming question.
However, they do not understand many important problems in software development. For example, they do not understand basic stuff like: factual details are more important than unverified hypotheses. This has been causing many delays. But again, this is not a problem for me.
The problem is that, because of their mistakes, the results are very low quality, and simple features take ages to be implemented. I need them to grow in order for the project to get challenging for me. I've tried to introduce them to the "advanced" problems of software development, and they have made some progress, but things are proceeding really slowly.
What can I do to motivate them? As I said, they believe to be senior and experienced, so if said that they need to learn, I'd just generate dissent. Perhaps, should I just leave? I have received many interesting and challenging opportunities, including management roles. But I feel that leaving would be like surrendering, and this is not good for a person who wants to become a good leader.
How do I help my teammates grow?
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by heyhey » Mon Feb 02, 2015 5:49 pm
For completeness:
* the CTO is junior (and believes to be senior);
* management is very unhappy with the output from development team;
* management has recognized my experience;
* management supports my initiatives, and encourages me to start more;
* as far as I know, management has not spoken nor with my teammates about their need to grow;
* I'm going to ask management about what plans they have (if they have plans).
* the CTO is junior (and believes to be senior);
* management is very unhappy with the output from development team;
* management has recognized my experience;
* management supports my initiatives, and encourages me to start more;
* as far as I know, management has not spoken nor with my teammates about their need to grow;
* I'm going to ask management about what plans they have (if they have plans).
by BuildALife » Sat Feb 07, 2015 2:55 am
I believe you shouldn't take a leadership role but actually be put into a leadership role.
If you are left in the position you are in which is technically being equal to these people but only considered to be senior then you will end up with all the responsibility but none of the power needed to make things happen.
I would initially worry less about the juniors and more about obtaining a promotion to be in charge.
Without knowing the structure of the business you might be able to angle for roles such as:
* Senior Developer
* Team Leader
* Development Manager
* Project Manager for the piece of software involved
If these types of leadership roles are not possible then look at roles such as:
* Functional Architect
* Solution Architect
* Development lead
All of these roles would need to be backed up by clear guidelines on what power and responsibility you have.
Then you can start formally working on developing the juniors.
If the business is not prepared to promote you above the juniors then their statements that they accept your experience/knowledge etc are all just words and mean nothing.
Responsibility without power is a recipe for disaster, it will lead to stress, worry and ultimately poor performance from you.
Best of luck with it all, don't sell your skills and experience cheaply.
If you are left in the position you are in which is technically being equal to these people but only considered to be senior then you will end up with all the responsibility but none of the power needed to make things happen.
I would initially worry less about the juniors and more about obtaining a promotion to be in charge.
Without knowing the structure of the business you might be able to angle for roles such as:
* Senior Developer
* Team Leader
* Development Manager
* Project Manager for the piece of software involved
If these types of leadership roles are not possible then look at roles such as:
* Functional Architect
* Solution Architect
* Development lead
All of these roles would need to be backed up by clear guidelines on what power and responsibility you have.
Then you can start formally working on developing the juniors.
If the business is not prepared to promote you above the juniors then their statements that they accept your experience/knowledge etc are all just words and mean nothing.
Responsibility without power is a recipe for disaster, it will lead to stress, worry and ultimately poor performance from you.
Best of luck with it all, don't sell your skills and experience cheaply.
- BuildALife
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by laureat » Sat Feb 07, 2015 6:07 am
i dont think people mind when someone share knowledge: but EGO can be provokated uncounciously...
Example: You dont mind if i tell you!! What we focus on = feelings
But you be provoked if i say!!! You done lots of mistakes
You be provoked if i say !!! You are not a good leader
and different people react different ways when provokated!!
Focus more what we want: instead what we dont want
Better say good job! When someone do correct
Instead of telling someone you done a mistake:
your expectations has to be reasonable
just because you know better; it doesnt make the others stupid...
Just because you learn faster! It doesnt mean others learn slow!!
Expectations we have from ourselves and others have to be reasonable so we mantain a peace of mind ! And focus better on job
On Too much pressure lots of People are not good
Example: You dont mind if i tell you!! What we focus on = feelings
But you be provoked if i say!!! You done lots of mistakes
You be provoked if i say !!! You are not a good leader
and different people react different ways when provokated!!
Focus more what we want: instead what we dont want
Better say good job! When someone do correct
Instead of telling someone you done a mistake:
your expectations has to be reasonable
just because you know better; it doesnt make the others stupid...
Just because you learn faster! It doesnt mean others learn slow!!
Expectations we have from ourselves and others have to be reasonable so we mantain a peace of mind ! And focus better on job
On Too much pressure lots of People are not good
- laureat
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by McCain » Sat Feb 07, 2015 6:53 am
Have the team compete on a side project. They must have a specific set of requirements that challenge their skill level. Place them on teams of three and allow them to express their own style. When your specific day of completion arrives, have them present the projects to your department. Reward the most impressive work with a position on a current project of company importance. This gives them motivation to display their talents and skills with little direction. This gives you the insight on your best employees.
Regards McCain
Regards McCain
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McCain - Preferred Member
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