Translating company values into actionable development principles
A Strategic Approach towards Developer Performance for CTOs
Hi everyone! We recently launched our new Catalyst Sessions and it is my privilege to share more about what we covered in our first call. You’re always welcome to join our 7CTOs Community at $100/m. Applying is Easy.
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In the first of our new Catalyst sessions, I explored an often underestimated step in organizational dynamics: translating company values into actionable development principles.
For instance, if a company values excellence, how would that translate into an engineering principle?
So how do we do this?
My suggestion is taking a practical approach to this challenge.
Translate your company values into developer principles. This is best done with your key developers. For each value, ask them, “what does this value look like in our way of working in the developer team?”
Create a matrix that aligns developer levels (junior, senior, and staff) with each of these principles.
For each principle and developer level, write the expectations for that level into the matrix element.
But how will it work for me?
The idea is to make this performance matrix unique to your company. By asking questions like, "What does P1 L1 (high output, high code quality for a junior developer) look like?" we match exactly what is important to your company to the behavior and work ethic of your developer team.
The ultimate goal of this approach is to have a tool for discussions and goal-setting with your developers. By having a tangible representation of expectations and growth trajectories, CTOs or their managers can engage in meaningful conversations with their teams about individual performance and future aspirations.
Revision and letting go of rigidity
It is also important to regularly revisit and adapt the matrix, acknowledging that it doesn't have to be a rigid three-by-three structure. Some teams might benefit from a more detailed matrix, diving deep into specific aspects of each principle. This flexibility ensures that the tool remains relevant and beneficial as the company evolves.
Watch the video of the training I did with a group of CTOs here:
Conclusion
In conclusion, the proposed strategy seeks to empower CTOs to bridge the gap between company values and engineering practices. By creating a customized performance matrix, CTOs can provide clear guidance, foster professional development, and instill a sense of ownership and pride within their engineering teams. This approach not only strengthens the alignment between company values and engineering principles but also contributes to a culture of continuous improvement and innovation within the organization.
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