‍Daniel, thank you for joining us today. Your career journey is impressive and offers valuable lessons for engineering leaders. To kick things off, how has your experience with the Ministry of Testing podcast enhanced your growth as a QA professional and leader?
The Ministry of Testing podcast was instrumental in my growth. James S.P. and I started it while at Pushpay to bridge our knowledge gaps by engaging with the broader QA community. By interviewing seasoned professionals, we accelerated our learning and provided valuable insights to others. This initiative not only expanded our network globally but also deepened our understanding of QA best practices. It was especially beneficial coming from New Zealand, where the local QA community is smaller. The podcast enabled us to connect, learn, and share knowledge without the high costs of travel, significantly broadening our horizons and enhancing our leadership capabilities.

How have you overcome cultural challenges, such as the belief that "Only Engineers Can Lead Engineers," in your leadership journey?
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At Pushpay, when I expressed interest in engineering management, a manager told me, "Only engineers can lead engineers." This was initially discouraging but ultimately enlightening. It highlighted a misconception rooted in traditional command-and-control structures, where leaders are expected to be the most technically proficient. Inspired by David Marquet's Turn the Ship Around, I adopted an intent-based leadership style, focusing on empowering team members to make decisions aligned with our mission. Over time, I've seen a shift towards valuing leadership qualities like empathy, collaboration, and strategic thinking over pure technical expertise. This change is crucial in today’s fast-paced tech environment, where enabling teams to adapt and innovate is more important than being the top technical expert.

What strategies do you employ to integrate feedback into your leadership practices for continuous team improvement? ‍
‍Feedback is essential for continuous growth, both personally and for the team. A coach once told me, "Feedback is a gift. Please give generously," which shapes how I approach feedback—offering it thoughtfully and receiving it graciously. I encourage an open feedback culture where team members feel comfortable sharing their perspectives. When receiving feedback, I take time to process it before responding, ensuring I understand the context and can engage in meaningful dialogue if there are disagreements. This approach fosters mutual respect and continuous improvement. Additionally, I actively seek feedback from both my team and superiors to enhance my leadership effectiveness, leading by example to create an environment of trust and collaboration.
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‍Feedback is essential for continuous growth, both personally and for the team. A coach once told me, "Feedback is a gift. Please give generously," which shapes how I approach feedback—offering it thoughtfully and receiving it graciously. I encourage an open feedback culture where team members feel comfortable sharing their perspectives. When receiving feedback, I take time to process it before responding, ensuring I understand the context and can engage in meaningful dialogue if there are disagreements. This approach fosters mutual respect and continuous improvement. Additionally, I actively seek feedback from both my team and superiors to enhance my leadership effectiveness, leading by example to create an environment of trust and collaboration.

What metrics or indicators do you use to assess the health and performance of your engineering teams?

Engineering metrics can be misleading if not aligned with business outcomes. Traditional metrics like lines of code are counterproductive and don’t reflect quality. Instead, I focus on outcome-based metrics that align with our product goals. For example, at Pushpay, we monitored the password drop-off rate and the time it took to reset a password. By running small experiments and A/B tests, the team iteratively improved the process, directly impacting user engagement and revenue. I believe in using metrics as tools for empowerment rather than control. When metrics are shared transparently and discussed collaboratively during retrospectives and planning sessions, teams can use them to drive improvements organically. Pairing metrics with context ensures they align with broader business objectives and fosters positive behaviors.

How do you balance technical excellence with team well-being and engagement in your leadership approach?

Balancing technical excellence with team well-being requires a holistic approach to leadership. Here are a few key strategies:

1. Maintain open lines of communication with your team members through regular check-ins and transparent discussions about goals and challenges.

2. Delegate responsibilities and empower team members to make decisions, fostering a sense of ownership and encouraging professional growth.

3. Shift the focus from measuring performance based on outputs like lines of code to outcomes that align with business objectives.

4. Create a safe and supportive work environment where team members feel valued and respected. Address burnout proactively by promoting work-life balance and providing resources for mental and physical well-being.

5. Support your team's professional development by providing access to training, conferences, and learning resources. Encourage a culture of continuous improvement and knowledge sharing.

6. Regularly acknowledge and celebrate the team's successes and individual contributions to boost morale and reinforce a positive team culture.

7. Stay adaptable and be willing to evolve your leadership style based on the team's needs and the changing technological landscape. Embrace feedback and make necessary adjustments to support your team's success.

By focusing on these strategies, engineering leaders can achieve a balance between technical excellence and team well-being, leading to high-performing and engaged teams.