Category: Communication

Master the art of effective communication in engineering leadership. Explore how to conduct impactful 1-on-1s, deliver feedback, run efficient meetings, and build alignment across teams.

  • Async-First Engineering: Boost Productivity and Focus

    Async-First Engineering: Boost Productivity and Focus

    Introduction

    Synchronous meetings and real-time messages dominate many engineering teams, but they come at a cost: interruptions, fragmented focus, and inefficient collaboration. As teams become more distributed and remote, mastering asynchronous communication (async) is essential for maintaining productivity and inclusivity (Salihefendic, 2022).

    As Amir Salihefendic, CEO of Doist, explains:

    Async is the freedom to collaborate on our own timelines, not everyone else’s. It’s the power to protect our best hours for focus and flow.

    This approach ensures that engineers can work more effectively without unnecessary distractions, improving deep work and reducing burnout.

    What is Asynchronous Communication?

    Async communication happens when people communicate without expecting an immediate response. Examples include:

    • Documentation (e.g., Confluence, Notion)
    • Pull request comments
    • Emails and Slack messages with thoughtful responses
    • Recorded video updates
    • Issue tracking in Jira or Linear

    This contrasts with synchronous communication, which happens in real-time (e.g., meetings, Huddles, Zoom calls).

    Why Engineering Teams Should Prioritise Async Communication

    Async communication reduces distractions and enhances productivity (Fried, 2010). Here’s why it’s critical for engineering teams:

    • Reduces Interruptions & Context Switching – Engineers need uninterrupted deep work to solve complex problems (Newport, 2016).
    • Supports Distributed, Remote and Hybrid Teams – Async allows team members across time zones to contribute meaningfully.
    • Encourages Thoughtful Responses – Well-crafted async messages lead to higher-quality discussions.
    • Creates a Knowledge Base – Async communication leaves a written record for future reference.

    As Jason Fried, co-founder of Basecamp, puts it:

    Interruption is the enemy of productivity. The ability to focus for long periods is a superpower.

    Async communication enables engineers to harness this effectively.

    Best Practices for Effective Async Communication

    1. Write Clearly and Concisely

    Poorly written async messages create confusion, leading to more back-and-forth communication. Clear writing reduces misunderstandings and increases efficiency.

    2. Use Documentation Instead of Repeating Yourself

    Maintaining a centralized knowledge base (e.g., Notion, Confluence) prevents answering the same questions repeatedly. This is especially useful for onboarding new team members.

    3. Set Expectations on Response Times

    Async doesn’t mean instant—define norms for how quickly messages should be answered to avoid frustration and misalignment.

    4. Use Video or Voice When Needed

    Some things are hard to explain in text—record a quick Loom video instead of scheduling an unnecessary meeting.

    5. Default to Public Channels

    Reduce silos by sharing information in public threads rather than private DMs. This ensures transparency and knowledge sharing.

    Conclusion

    Async communication is a game-changer for engineering teams, improving focus, collaboration, and efficiency. By reducing unnecessary meetings, writing clearly, and documenting decisions, teams can work smarter—no matter where they are (Newport, 2016).

    As Cal Newport, author of Deep Work, emphasizes:

    Efforts to deepen your focus will struggle if you don’t simultaneously wean your mind from a dependence on distraction.

    Async workflows create an environment where deep work and focus thrive, making teams more productive and effective.

    references

    • Fried, Jason. Rework. Crown Business, 2010.
    • Newport, Cal. Deep Work: Rules for Focused Success in a Distracted World. Grand Central Publishing, 2016.
    • Salihefendic, Amir. Async: The Future of Work. Doist, 2022.
    • Twist Team. Why Async? Discover a Better Way to Work Together. Twist, Doist Inc. Retrieved from https://twist.com/async.

  • Building Fearless Engineering Teams with Psychological Safety

    Building Fearless Engineering Teams with Psychological Safety

    Introduction

    Engineering teams shine when individuals feel safe to speak up, take risks, and share ideas without fear of embarrassment or retaliation. This concept, known as psychological safety, is a cornerstone of high-performing teams. Google’s Project Aristotle found that psychological safety was the most critical factor in determining team success, even more important than individual talent or work structure (Google Re:Work).

    As Dr. Amy Edmondson explains:

    Psychological safety isn’t about being nice. It’s about giving candid feedback, openly admitting mistakes, and learning from each other

    Despite its importance, psychological safety is often misunderstood or overlooked in fast-paced engineering environments. How can leaders cultivate it while maintaining accountability and high standards?

    What is Psychological Safety?

    Psychological safety refers to the belief that one won’t be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.

    In engineering teams, this translates to:

    • Feeling comfortable admitting mistakes and learning from them.
    • Asking for help without fear of being seen as incompetent.
    • Sharing ideas and concerns without worrying about negative consequences.
    • Engaging in healthy debate without conflict turning personal.

    Why Psychological Safety Matters in Engineering Teams

    Psychological safety has been directly linked to higher innovation, stronger collaboration, and better engagement (Google Re:Work). Here’s why it’s crucial:

    • Encourages Innovation – Engineers are more likely to experiment and take creative risks when they don’t fear failure (Edmondson, 2018).
    • Reduces Costly Mistakes – A culture of transparency helps surface problems before they escalate.
    • Increases Engagement & Retention – Employees who feel psychologically safe are more committed and less likely to leave.
    • Strengthens Collaboration – Open discussions lead to better problem-solving and team cohesion.

    As Satya Nadella, CEO of Microsoft, emphasizes:

    Empathy makes you a better innovator. If you can understand what others are feeling, you can build products that truly resonate

    A psychologically safe environment fosters this kind of empathy, allowing engineers to build better solutions together.

    How to Build Psychological Safety in Engineering Teams

    1. Model Vulnerability as a Leader

    Leaders set the tone. Admitting when you don’t know something or acknowledging your own mistakes signals that it’s safe for others to do the same (Edmondson, 2018).

    2. Encourage Open Dialogue

    Foster an environment where engineers feel comfortable speaking up by actively seeking their opinions and making space for differing perspectives.

    3. Normalize Giving & Receiving Feedback

    Constructive feedback should be a habit, not a stressful event. Studies show that psychologically safe teams engage in more frequent and honest feedback, leading to better learning outcomes (Google Re:Work).

    4. Reward Learning, Not Just Success

    Encourage experimentation by recognizing effort, not just outcomes. Leaders who promote a growth mindset within their teams help engineers see failures as learning opportunities (Edmondson, 2018).

    5. Create a No-Blame Postmortem Culture

    When something goes wrong, focus on learning rather than assigning blame. A blameless culture ensures that mistakes become opportunities for improvement rather than sources of fear.

    Conclusion

    Psychological safety isn’t about making work comfortable—it’s about making it safe to take smart risks, share ideas, and learn from failures (Edmondson, 2018).

    Research confirms that teams with strong psychological safety experience higher collaboration, better innovation, and lower turnover (Google Re:Work). Leaders who prioritize this will see stronger problem-solving, better retention, and a culture of continuous learning.

    As Satya Nadella puts it:

    The learn-it-all does better than the know-it-all

    This is a great parting remark that emphasises the potential of continuous growth for both individuals and teams.

    references

    • Edmondson, Amy C. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley, 2018.
    • Google Re:Work. Project Aristotle: Understanding Team Effectiveness. https://rework.withgoogle.com/
    • Nadella, Satya. Hit Refresh: The Quest to Rediscover Microsoft’s Soul and Imagine a Better Future for Everyone. Harper Business, 2017.

  • The Power of Effective 1-on-1s

    The Power of Effective 1-on-1s

    Have you ever considered rescheduling your next 1-on-1? After all, you just spoke during standup, right? Maybe there’s a looming deadline demanding all your attention. Well, these scenarios are actually the best reasons to meet. If you or the other person aren’t seeing the value in your 1-on-1s, it might be time to revisit your meeting structure and goals.

    (more…)