Usually those types are outside a single team (reporting to a Director), but often they are more affiliated with a team. I had the pleasure to work with one on my team :)
This was awesome 👏. Any thoughts on evaluating performance across diverse engineer “characters”? A problem one of my past employers ran up against was creating an engineering ladder that reflected the different kinds of value an engineer might drive at a given level of seniority. For example, if you expected every senior engineer to design and own a complex system (warrior/wizard), then what do you do with your healers? It would seem off to ding them for that if they figured out what the business actually needed in the first place and maintained strong cross functional relationships on behalf of the team.
In the end, the real boss isn’t the project, it’s keeping the team alive long enough to finish it.
I love the approach of the article!
It gives the power of different personalities in a clear, yet relatable way.
Having had a chance to experience working with all of these roles, the final magic is making that group of individuals into a party.
I will start using this example in my teams.
Who would you like to be, or who are you now? A wizard, A Rogue, A Healer. :D
I feel like I belong to every spec in this analogy 😂
Lovely analysis. Never knew that 'The Wizard' archetype was worthy of being incorporated into a team. I've always seen them being treated as rogues.
Usually those types are outside a single team (reporting to a Director), but often they are more affiliated with a team. I had the pleasure to work with one on my team :)
This was awesome 👏. Any thoughts on evaluating performance across diverse engineer “characters”? A problem one of my past employers ran up against was creating an engineering ladder that reflected the different kinds of value an engineer might drive at a given level of seniority. For example, if you expected every senior engineer to design and own a complex system (warrior/wizard), then what do you do with your healers? It would seem off to ding them for that if they figured out what the business actually needed in the first place and maintained strong cross functional relationships on behalf of the team.
That's a great question, which unfortunately I don't have the answer for :)
I worked at mainly small companies, where we didn't really have ladders. In my next job it will be a bit bigger, so I'll have to figure it out.