One of the worst ways to motivate teams, or a single individual, is via money, bonuses or any financial compensation. After a certain threshold, the amount of money a person receives won’t make a significant difference in their life.
In particular for for tech workers, where there’s an abundance of jobs, moreover with remote-first companies popping up like mushrooms, finding a more satisfactory job is a matter of time and patience. Throwing money at the face of engineers doesn’t work.
Besides some unusual jargon, and the mention of Agile, which I feel is irrelevant for the overall idea, I quite like this article. In particular the final four points the author points out:
- Don’t withhold newly discovered information about the customer’s needs
Most companies don’t understand what are the customer’s needs. If they do, only the Product Manager is intimate with them.
- Avoid the temptation of isolating the team in the name of “just getting it done”
I think the point of this one, is to make sure engineers are releasing frequently and avoiding spending too much time on a particular pieces. Loosing the forest for the trees is quite common.
- Avoid discouraging technical team members who express interest in the market or business model
I have never seen business actively discouraging engineers from understanding others areas besides their own, but rarely you see encouragement as well. For a senior engineer role, this is a requirement.
- Avoid over statusing your software development initiatives
This feels more like micro-management, rather than understanding the “why” for a particular project, which was the original’s post starting point.