Developers & Managers: Building a Culture of Growth and Support
Introduction
It’s safe to say that, as Software Engineers, Blind has become our go-to platform for venting. Being placed on a PIP (Performance Improvement Plan) is stressful, and it’s a recurring topic in countless posts. We’ve all seen the stories of engineers placed on PIPs only to be let go shortly after. I used to think, “Just a skill issue, right?” But there’s often more to it.
Unmotivated Employees
Have you ever noticed developers who seem entirely unbothered by issues in their company? Whether it’s a chaotic process or an inefficient method, they seem content to go along without speaking up. I’ve met people who just accept things as they are, making no effort to improve the situation. Subconsciously, I’d often label them as unmotivated — or maybe just too detached to care.
I’ve often heard, “As an employee, should you care about your company? Companies aren’t loyal to you — they’re loyal to their stability and their bottom line.” I beg to differ. If, as an employee, you don’t care about your work, you risk becoming like a plant growing in the middle of the pavement — just existing. Maybe my view sounds harsh, leaning toward the company’s interest, but it’s true.
“Do what you love, or Love what you do. That is the key to success”
This advice has been echoed by thinkers and visionaries — Confucius, Steve Jobs, and Gary Vaynerchuk.
People often complain, “Don’t I already love what I do? For a long time, I cared deeply, but opportunities to show that were rare”. And I understand that now. I have been fortunate to have encountered managers who are very supportive of my ideas and bring a conversation to what I have to say. In the many companies I’ve worked at, I’ve never encountered a bad manager, touchwood. And that is what I want to talk about in this article.
“There is no such thing as a bad student, only a bad teacher” — Mr. Miyagi
Only Bad Managers?
I don’t believe an employee who shows promise in an interview should perform poorly on the job without good reason. When someone shows promise but then slowly declines in their performance, it often points to a problem with management.
As an employee, it’s my responsibility to give my best, demonstrating that I’m learning, improving, and instilling confidence in my manager. In turn, it’s a manager’s responsibility to support an employee’s growth and to nurture their development. I’ve seen people who, over time, become resigned to their reality with ineffective managers. Initially, they were motivated, but when their manager didn’t listen or give them space to grow, they gradually lost confidence and settled for less. Eventually, they risk becoming dissatisfied managers themselves, perpetuating a cycle of unmotivated leadership.
Breaking the cycle
I don’t know what’s worth fighting for or why I have to scream
I don’t know why I instigate and say what I don’t mean
I don’t know how I got this way, I know it’s not alright
So I’m breaking the habit
I’m breaking the habit tonight— Breaking the habit, Linkin Park
So, how can we break this cycle? It takes a collective approach; no one person can do it alone. I’ve found that a continuous feedback loop with my manager has been key, as well as having a manager willing to jump in and genuinely care about my progress.
I often praise the work culture at my former employer, Vydia. They had a remarkable culture of continuous improvement, with weekly activities designed to foster growth. On one day, we’d have a book club discussion on a book chapter; on another, one-on-one with our manager. The format varied, but we kept a tight feedback loop both in our products and our human resources.
In both development teams I worked with, my managers genuinely cared about my progress and improvement. Each manager had a unique style, and both were exceptional leaders.
One manager patiently guided me through adopting a disciplined approach to our timesheet process, which was new to me. This process, though simple, taught me the importance of consistency. But the impact went beyond that: we regularly reviewed core engineering principles, and as I became more accustomed to one practice, we would move on to the next. This progression created a strong habit of continuous learning and improvement.
My other manager regularly checked in, asking, "Is there something you want to do but haven’t had a chance to yet?". Most of the time, my answer was no, but eventually, I did express interest in taking a UX course. Not only did he encourage this, but he also joined me every Monday to help me finish the course. What stood out to me was not just his encouragement but his genuine commitment to my growth. He didn’t just nod and move on; he actively engaged in my development. He set aside time every Monday to help me navigate the course material, offering insights and encouragement along the way. This support was invaluable, as it provided me with the motivation to push through challenges and fully absorb the content.
Conclusion
I'm not suggesting every manager should hold their team’s hand at every step, but when I entered the professional world, I was anxious about what lay ahead. Supportive managers can make a world of difference by providing guidance and creating environments where new engineers can thrive. By offering mentorship, feedback, and opportunities to learn, they help shape not just skilled employees but motivated, confident professionals.
When managers lead with patience, focus on growth, and foster habits aligned with best practices, they instill a sense of purpose and dedication in their teams. These qualities don’t just benefit the individual—they contribute to a culture of continual improvement. Effective management breaks the cycle of disillusionment, building teams where each member feels valued, driven, and encouraged to care about their work.
In the end, every interaction and improvement compound, not only improving our skills but also shaping us into the professionals we aspire to be. If more leaders adopted this approach, we’d see a workforce where employees are motivated, fulfilled, and ready to help others along the way.