I find that connecting your team to business people from across the company has a huge benefit. Developers rarely have a chance to talk in a small group with C-suite executives, sales people and so on, and very interesting conversation can happen.
Usually, as leaders, we distill all that information to our teams, but a lot is lost in translation.
From my experience, not always developers want to participate in ‘meta’ activities, like building a missions statement or thinking about the vision (although some do). A more passive approach, that only requires listening and asking questions, worked better for me.
Very good points! I have the same positive experience with connecting engineers with other departments in the company, magic happens!
I've been lucky that a big majority of my engineers were actually interested in participating, but of course, it's not mandatory - a more passive approach, as you said, can work just fine.
I find that connecting your team to business people from across the company has a huge benefit. Developers rarely have a chance to talk in a small group with C-suite executives, sales people and so on, and very interesting conversation can happen.
Usually, as leaders, we distill all that information to our teams, but a lot is lost in translation.
From my experience, not always developers want to participate in ‘meta’ activities, like building a missions statement or thinking about the vision (although some do). A more passive approach, that only requires listening and asking questions, worked better for me.
Very good points! I have the same positive experience with connecting engineers with other departments in the company, magic happens!
I've been lucky that a big majority of my engineers were actually interested in participating, but of course, it's not mandatory - a more passive approach, as you said, can work just fine.