Team growth requires giving people room to make mistakes. Figuring out which mistakes are just “papercuts” and which are critical is one of the most difficult challenges in engineering leadership.
We’ve all seen “helicopter parents,” hovering over their kids to catch them at the slightest inclination they might fall. We swear we’d never do that, that we’d give our kids room to grow and learn from mistakes. Then we become tech leads and turn into the worst kind of “helicopter leaders.”
I was certainly guilty of micromanagement. It started with code reviews, commenting on every minor issue I could find.