As a Software Engineering Manager, one of my key responsibilities is ensuring that my team leads are not just effective in their roles but also facilitators of growth and collaboration within their teams. At times, I've noticed a recurring pattern in our meetings: some team leads tend to dominate the conversation. They make a lot of statements, share their wisdom, and provide guidance, but this often comes at the cost of stifling more interactive engagement from the rest of the team. Usually the leads on the team are very capable, experienced software engineers who have a great deal of wisdom to share. And the team may at times be composed of individuals who are more junior. However, when meetings turn into mostly one person talking, it can be a challenge. This dynamic is not just about one person speaking more than others; it has deeper implications for team cohesion, innovation, and overall productivity.
Why This Matters
When a team lead dominates a meeting, it can create more of a one-way flow of communication. When this is done frequently, the team ends up relying heavily on the lead to both ask and answer questions. This can lead to a few negative outcomes:
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Reduced Engagement: Team members may start to feel that their input isn’t valued or necessary, leading to a decrease in participation. Over time, this can result in a disengaged team that simply follows orders rather than actively contributing to discussions and problem-solving.
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Stifled Innovation: When only one person is driving the conversation, the diversity of ideas that could emerge from a more collaborative environment gets lost. Innovation thrives in environments where multiple perspectives are considered, and this can only happen when everyone feels comfortable sharing their thoughts.
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Dependency on the Lead: The team may begin to rely too much on the lead for direction and decision-making, which can hinder their development as independent problem-solvers. This can also lead to bottlenecks if the lead becomes unavailable or overwhelmed.
How I’m Addressing This as an Engineering Manager
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Encouraging Question-Asking Over Statement-Making
One of the most effective ways to foster a more interactive meeting environment is by encouraging team leads to ask questions rather than make statements. Questions invite participation, provoke thought, and open the floor to different viewpoints. To support this shift, I try to suggest that my team leads practice the art of asking open-ended questions. For example, instead of saying, "We should implement feature X because it’s the best approach," they could ask, "What are the potential pros and cons of implementing feature X?" or "How might we approach this problem differently?" It's at times hard to do, because I find that it can be easier to just make a statement, whereas asking a question requires me to pause and think about how to propose discussion in the context of a question.
Asking questions not only promotes dialogue but also empowers the team to think critically and take ownership of their ideas. This simple shift can transform meetings from monologues into collaborative problem-solving sessions.
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Providing Constructive Feedback
I believe in the power of feedback for continuous improvement. After observing a few meetings, I’ll provide direct and constructive feedback to my team leads. This feedback will focus on specific instances where they could have turned a statement into a question or encouraged more team involvement. I’ll also highlight the positive outcomes that result when they facilitate rather than dominate discussions.
Additionally, I might consider scheduling follow-up meetings where the team lead can practice this new approach in a safe environment. This will allow them to refine their skills before applying them in more critical settings.
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Modeling the Behavior I Want to See
As a manager, I recognize that my behavior sets the tone for the rest of the team. In meetings where I’m present, I make a conscious effort to lead by example. I focus on asking questions, listening actively, and creating space for everyone to contribute. I don't always get this right, and find that it is very much a work in progress, but I am conscious to try to constantly improve in this aspect of facilitating meetings. By modeling this behavior, I hope to show my team leads the value of a more inclusive and dialog-driven approach.
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Facilitating Leadership Development
Sometimes, team leads might not even realize they’re dominating the conversation. To address this, I’m exploring opportunities for leadership development that emphasize facilitation skills. Workshops or training sessions on effective communication, active listening, and team facilitation can be invaluable in helping them transition to a more collaborative style. Additionally proving materials for reading, learning and self-exploration can also be helpful.
The Impact of a More Collaborative Team
When a team lead transitions from making statements to asking questions, the entire team benefits. Team members feel more valued and engaged, leading to a more dynamic and innovative environment. They’re more likely to take initiative, share their ideas, and collaborate effectively. Over time, this creates a culture of shared ownership and mutual respect, which is essential for any high-performing engineering team.
External Resources
For those interested in diving deeper into these concepts, I recommend the following resources:
- “The Surprising Power of Questions” by Harvard Business Review: This article explores how asking questions can foster better relationships and improve outcomes in various contexts.
- “How to Run Meetings That Are Fair to Introverts, Women, and Remote Workers” by Harvard Business Review: This resource provides practical tips on how to make meetings more inclusive, ensuring that all voices are heard.
- “Crucial Conversations: Tools for Talking When Stakes Are High” by Patterson, Grenny, McMillan, and Switzler: This book offers strategies for facilitating difficult conversations in a way that promotes open dialogue and mutual respect.
By helping team leads transition from a declarative to an interactive style, we’re not just improving meetings—we’re building stronger, more resilient teams that are better equipped to tackle the challenges of today’s fast-paced engineering environment.