About me
My name is Mauro Bagnato and for over 15 years I have been leading tech organizations.
When I first stepped into leadership, I believed technical expertise was the key to being an effective leader. However, I quickly learned that organizations are living and complex systems and that leading them demands much more than just technical know-how. I believe that curiosity is at the heart of effective leadership. This is what fuels learning and experimentation, both crucial for continuous improvement. This blog aims to explore engineering leadership in all its aspects and to provide insights in a tangible and pragmatic manner. It will also be a space where I will share insights, reflections, and personal takeaways from books, podcasts, and articles that influenced and keep influencing my journey.
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Popular articles
Over the years, I’ve always invested a considerable amount of time and effort in building a strong partnership with product peers. While it hasn't always been easy, I've learned a couple of lessons along the way.
The mistake that I have often made is to address the symptoms of poor collaboration rather than the underlying issues.
The lesson I learned is the importance of digging deeper and understanding the core of the issue before turning the solution mode on.
In this article, I’m sharing the top five issues that can undermine collaboration between product and engineering teams with the hope that by recognizing them, it can be easier to find effective solutions.
Problem #1. Broken communication protocol.
Effective collaboration starts with understanding each other. Engineers and product managers often speak different languages. We need to find a way to communicate that works for both sides.
For example:
Engineers cannot expect their concerns and perspectives to be fully understood if they don't:
- Simplify the message. Strip away overly technical details and get to the essence of the problem/question.
- Provide context. Always start by laying out the background information, rather than assuming everyone has the same level of knowledge and understanding.
Problem #2. Unclear end goal.
If we don't know where we're going, how can we possibly get there? A lack of clarity around the end goal can lead to confusion, misunderstandings, and a lack of focus.
For example:
Product development is all about making big or small decisions that are the result of negotiations between product and engineering teams. A shared decision-making approach that focuses on the end goal is key to streamlining processes, reducing disagreements, and guiding the team towards the desired outcome.
Problem #3. Lack of mutual interest/curiosity.
A high level of collaboration requires a genuine interest in understanding each other’s domains, challenges, and terminologies.
Example:
A product manager taking the time to understand the technical background not only becomes more effective (like in prioritizing tasks or managing stakeholders) but also creates a stronger bond with the engineering teams.
Problem #4. Poor information sharing.
It's not always easy to get everyone on the same page, but when important decisions are not properly communicated or lack a clear rationale, misunderstandings and mistrust can easily arise.
Example:
An engineering team investing a considerable amount of time addressing technical debt communicating neither the intent nor the rationale, does not contribute to building trust with the product stakeholders.
Problem #5. Misalignment of incentives.
When product and engineering teams have different priorities and metrics, they'll likely head in different directions.
Example:
If engineering teams are only measured by the number of tasks completed while product managers’ performance is only based on user engagement, it is very hard to agree on what to prioritize.
Final words.
Spotting the issues that hinder effective collaboration between product and engineering teams is just the first step. The real work begins when we take concrete actions to address them. Remember that It's not just about creating great products; it's about crafting a culture of transparency, collaboration, and alignment.
