- Not knowing what is important and what is not (micromanaging at the expense of team happiness and autonomy).
- Negativity.
- Not changing their minds often enough.
- Generalising past negative experiences and applying them to new situations without properly acknowledging key differences.
- Not recognising the strengths and weaknesses of individual employees - They prefer to just throw more engineers at the problem as though they were rocket fuel.
- Not letting engineers feel a sense of ownership over a part of the product that they're building out of fear that they might leave.
- Not giving raises until it's too late; seriously undervaluing the long-term acquired knowledge of their engineers.
- Negativity.
- Not changing their minds often enough.
- Generalising past negative experiences and applying them to new situations without properly acknowledging key differences.
- Not recognising the strengths and weaknesses of individual employees - They prefer to just throw more engineers at the problem as though they were rocket fuel.
- Not letting engineers feel a sense of ownership over a part of the product that they're building out of fear that they might leave.
- Not giving raises until it's too late; seriously undervaluing the long-term acquired knowledge of their engineers.