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As a mentor, how to interact with the team to adopt my thought processes and suggestions?
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I am the Tech Lead of a team. I am usually there for the team's technical challenges, code reviews, quality processes and the like. No one in the team is a direct reportee, all of us report to a common Manager. So you can see that I do not have any authoritative position as a lead. Also on their performance my reviews are just a "feedback for further consideration" to my manager. I am also an individual contributor.
My situation is such that I only need to solve "technical" or "architectural" challenges which the team comes across. However, the qualitative or suggestive approaches I make during such problem solving are usually not paid attention to by the team. They do not have an open, accepting nature to my suggestions. As long as their code is "fixed" and all quantitative metrics are met, they are not bothered.
My Manager expects me to "mentor" them so that they can adapt these best practices I preach and follow. Essentially he wants me to mentor them so that they learn the "tricks of the trade" - put simply, get skilled the way I am.
However, apart from the problem at hand & its exact solution, the team is not ready to collaborate, follow or adapt. There are set standards & processes they already follow but it seems like they do not want to "grow" according to my suggestions. It's not that they do not listen, I do not see them adopt the approaches I suggest the next time.
How do I change my approach so that the team starts taking interest? Or
should I convey this situation to my manager since he is expecting the team to get more "skilled". I do not want to sound "complaining" to him against the team that no one is interested.
leadership mentoring
asked Sep 5 at 15:34
The Bodhi Tree
222
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up vote
3
down vote
favorite
I am the Tech Lead of a team. I am usually there for the team's technical challenges, code reviews, quality processes and the like. No one in the team is a direct reportee, all of us report to a common Manager. So you can see that I do not have any authoritative position as a lead. Also on their performance my reviews are just a "feedback for further consideration" to my manager. I am also an individual contributor.
My situation is such that I only need to solve "technical" or "architectural" challenges which the team comes across. However, the qualitative or suggestive approaches I make during such problem solving are usually not paid attention to by the team. They do not have an open, accepting nature to my suggestions. As long as their code is "fixed" and all quantitative metrics are met, they are not bothered.
My Manager expects me to "mentor" them so that they can adapt these best practices I preach and follow. Essentially he wants me to mentor them so that they learn the "tricks of the trade" - put simply, get skilled the way I am.
However, apart from the problem at hand & its exact solution, the team is not ready to collaborate, follow or adapt. There are set standards & processes they already follow but it seems like they do not want to "grow" according to my suggestions. It's not that they do not listen, I do not see them adopt the approaches I suggest the next time.
How do I change my approach so that the team starts taking interest? Or
should I convey this situation to my manager since he is expecting the team to get more "skilled". I do not want to sound "complaining" to him against the team that no one is interested.
leadership mentoring
asked Sep 5 at 15:34
The Bodhi Tree
222
New contributor
The Bodhi Tree is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
add a comment |Â
up vote
3
down vote
favorite
up vote
3
down vote
favorite
I am the Tech Lead of a team. I am usually there for the team's technical challenges, code reviews, quality processes and the like. No one in the team is a direct reportee, all of us report to a common Manager. So you can see that I do not have any authoritative position as a lead. Also on their performance my reviews are just a "feedback for further consideration" to my manager. I am also an individual contributor.
My situation is such that I only need to solve "technical" or "architectural" challenges which the team comes across. However, the qualitative or suggestive approaches I make during such problem solving are usually not paid attention to by the team. They do not have an open, accepting nature to my suggestions. As long as their code is "fixed" and all quantitative metrics are met, they are not bothered.
My Manager expects me to "mentor" them so that they can adapt these best practices I preach and follow. Essentially he wants me to mentor them so that they learn the "tricks of the trade" - put simply, get skilled the way I am.
However, apart from the problem at hand & its exact solution, the team is not ready to collaborate, follow or adapt. There are set standards & processes they already follow but it seems like they do not want to "grow" according to my suggestions. It's not that they do not listen, I do not see them adopt the approaches I suggest the next time.
How do I change my approach so that the team starts taking interest? Or
should I convey this situation to my manager since he is expecting the team to get more "skilled". I do not want to sound "complaining" to him against the team that no one is interested.
leadership mentoring
asked Sep 5 at 15:34
The Bodhi Tree
222
New contributor
The Bodhi Tree is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
I am the Tech Lead of a team. I am usually there for the team's technical challenges, code reviews, quality processes and the like. No one in the team is a direct reportee, all of us report to a common Manager. So you can see that I do not have any authoritative position as a lead. Also on their performance my reviews are just a "feedback for further consideration" to my manager. I am also an individual contributor.
My situation is such that I only need to solve "technical" or "architectural" challenges which the team comes across. However, the qualitative or suggestive approaches I make during such problem solving are usually not paid attention to by the team. They do not have an open, accepting nature to my suggestions. As long as their code is "fixed" and all quantitative metrics are met, they are not bothered.
My Manager expects me to "mentor" them so that they can adapt these best practices I preach and follow. Essentially he wants me to mentor them so that they learn the "tricks of the trade" - put simply, get skilled the way I am.
However, apart from the problem at hand & its exact solution, the team is not ready to collaborate, follow or adapt. There are set standards & processes they already follow but it seems like they do not want to "grow" according to my suggestions. It's not that they do not listen, I do not see them adopt the approaches I suggest the next time.
How do I change my approach so that the team starts taking interest? Or
should I convey this situation to my manager since he is expecting the team to get more "skilled". I do not want to sound "complaining" to him against the team that no one is interested.
leadership mentoring
asked Sep 5 at 15:34
The Bodhi Tree
222
New contributor
The Bodhi Tree is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked Sep 5 at 15:34
The Bodhi Tree
222
New contributor
The Bodhi Tree is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked Sep 5 at 15:34
The Bodhi Tree
222
asked Sep 5 at 15:34
The Bodhi Tree
222
222
New contributor
The Bodhi Tree is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
New contributor
The Bodhi Tree is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
The Bodhi Tree is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
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2 Answers
2
active
oldest
votes
up vote
1
down vote
Mentoring someone by saying "Do it this way" is not enough, you have to explain "Do it this way because of that advantage and because the other way has this disadvantage".
What makes employees good employees is basicly work experience. The best practices you're trying to teach them stem from decades of work experience from several very talented people. They didn't just come out of thin air, but were developed to solve certain problems.
If you make your team experience the same problems (of course not in reality but by explaining them to them), they might be more inclined to actually adopt and implement those best practices.
answered Sep 5 at 18:33
YElm
5,38141226
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up vote
1
down vote
It sounds like you are positioned essentially outside the team. You are available to consult on technical challenges and to review code, but you aren't working side by side with the team on their project.
This puts you in a difficult position, because it's hard to earn respect that way. You may well have much experience and knowledge to impart, but without the respect of the team, they won't be receptive.
You should make an effort to be working with the team day to day, even on more mundane tasks, not just architectural design. That will allow you to pass on more information and knowledge in a more natural manner, as part of the day to day routine. It will bring up more opportunities for you to point out solutions to problems as those problems come up. As the team sees this they will be more receptive to your approaches.
answered Sep 5 at 19:42
DaveG
30429
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2 Answers
2
active
oldest
votes
2 Answers
2
active
oldest
votes
active
oldest
votes
active
oldest
votes
up vote
1
down vote
Mentoring someone by saying "Do it this way" is not enough, you have to explain "Do it this way because of that advantage and because the other way has this disadvantage".
What makes employees good employees is basicly work experience. The best practices you're trying to teach them stem from decades of work experience from several very talented people. They didn't just come out of thin air, but were developed to solve certain problems.
If you make your team experience the same problems (of course not in reality but by explaining them to them), they might be more inclined to actually adopt and implement those best practices.
answered Sep 5 at 18:33
YElm
5,38141226
add a comment |Â
up vote
1
down vote
Mentoring someone by saying "Do it this way" is not enough, you have to explain "Do it this way because of that advantage and because the other way has this disadvantage".
What makes employees good employees is basicly work experience. The best practices you're trying to teach them stem from decades of work experience from several very talented people. They didn't just come out of thin air, but were developed to solve certain problems.
If you make your team experience the same problems (of course not in reality but by explaining them to them), they might be more inclined to actually adopt and implement those best practices.
answered Sep 5 at 18:33
YElm
5,38141226
add a comment |Â
up vote
1
down vote
up vote
1
down vote
Mentoring someone by saying "Do it this way" is not enough, you have to explain "Do it this way because of that advantage and because the other way has this disadvantage".
What makes employees good employees is basicly work experience. The best practices you're trying to teach them stem from decades of work experience from several very talented people. They didn't just come out of thin air, but were developed to solve certain problems.
If you make your team experience the same problems (of course not in reality but by explaining them to them), they might be more inclined to actually adopt and implement those best practices.
answered Sep 5 at 18:33
YElm
5,38141226
Mentoring someone by saying "Do it this way" is not enough, you have to explain "Do it this way because of that advantage and because the other way has this disadvantage".
What makes employees good employees is basicly work experience. The best practices you're trying to teach them stem from decades of work experience from several very talented people. They didn't just come out of thin air, but were developed to solve certain problems.
If you make your team experience the same problems (of course not in reality but by explaining them to them), they might be more inclined to actually adopt and implement those best practices.
answered Sep 5 at 18:33
YElm
5,38141226
answered Sep 5 at 18:33
YElm
5,38141226
answered Sep 5 at 18:33
YElm
5,38141226
answered Sep 5 at 18:33
YElm
5,38141226
5,38141226
add a comment |Â
add a comment |Â
up vote
1
down vote
It sounds like you are positioned essentially outside the team. You are available to consult on technical challenges and to review code, but you aren't working side by side with the team on their project.
This puts you in a difficult position, because it's hard to earn respect that way. You may well have much experience and knowledge to impart, but without the respect of the team, they won't be receptive.
You should make an effort to be working with the team day to day, even on more mundane tasks, not just architectural design. That will allow you to pass on more information and knowledge in a more natural manner, as part of the day to day routine. It will bring up more opportunities for you to point out solutions to problems as those problems come up. As the team sees this they will be more receptive to your approaches.
answered Sep 5 at 19:42
DaveG
30429
add a comment |Â
up vote
1
down vote
It sounds like you are positioned essentially outside the team. You are available to consult on technical challenges and to review code, but you aren't working side by side with the team on their project.
This puts you in a difficult position, because it's hard to earn respect that way. You may well have much experience and knowledge to impart, but without the respect of the team, they won't be receptive.
You should make an effort to be working with the team day to day, even on more mundane tasks, not just architectural design. That will allow you to pass on more information and knowledge in a more natural manner, as part of the day to day routine. It will bring up more opportunities for you to point out solutions to problems as those problems come up. As the team sees this they will be more receptive to your approaches.
answered Sep 5 at 19:42
DaveG
30429
add a comment |Â
up vote
1
down vote
up vote
1
down vote
It sounds like you are positioned essentially outside the team. You are available to consult on technical challenges and to review code, but you aren't working side by side with the team on their project.
This puts you in a difficult position, because it's hard to earn respect that way. You may well have much experience and knowledge to impart, but without the respect of the team, they won't be receptive.
You should make an effort to be working with the team day to day, even on more mundane tasks, not just architectural design. That will allow you to pass on more information and knowledge in a more natural manner, as part of the day to day routine. It will bring up more opportunities for you to point out solutions to problems as those problems come up. As the team sees this they will be more receptive to your approaches.
answered Sep 5 at 19:42
DaveG
30429
It sounds like you are positioned essentially outside the team. You are available to consult on technical challenges and to review code, but you aren't working side by side with the team on their project.
This puts you in a difficult position, because it's hard to earn respect that way. You may well have much experience and knowledge to impart, but without the respect of the team, they won't be receptive.
You should make an effort to be working with the team day to day, even on more mundane tasks, not just architectural design. That will allow you to pass on more information and knowledge in a more natural manner, as part of the day to day routine. It will bring up more opportunities for you to point out solutions to problems as those problems come up. As the team sees this they will be more receptive to your approaches.
answered Sep 5 at 19:42
DaveG
30429
edited Sep 5 at 20:36
answered Sep 5 at 19:42
DaveG
30429
answered Sep 5 at 19:42
DaveG
30429
answered Sep 5 at 19:42
DaveG
30429
30429
add a comment |Â
add a comment |Â
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The Bodhi Tree is a new contributor. Be nice, and check out our Code of Conduct.
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