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In fact there's plenty of saying no and choosing what to let sit idle happening in my portfolio, so I concur that's just part of being a mature manager. In fact

In fact there's plenty of saying no and choosing what to let sit idle happening in my portfolio, so I concur that's just part of being a mature manager. In fact I could point to at least two places in my organization that are somewhat "idle" at the moment where I could actually put additional attention. However creating that bandwidth would break other things. FWIW, I'm the only one on my team working these kind of hours because we're still establishing our whole organization and my roles are sundry. I also recognize it as an outlier position, so I don't expect anyone to work anything more than the 40 hour week they are being paid for. I guess rather than talking though specifics though, it's better to ask - when is it reasonable to expect a work schedule like I describe to exist and for how long? There's no single answer to this, but it's probably a solution to the inputs of product/business maturity, funding and number of personnel with the right skills. If any of those three are "out of balance" people will need to be putting in more work than their pay and job descriptions provide for. I'm sure being an engineering manager at a FAANG is probably pretty reasonable from a lifestyle perspective.

wolco 7y ago
As a leader do you feel you are setting an unhealthy example? Your actions are being noticed and replicated.
- AndrewKemendo 7y ago
  No for two reasons: 1. I make my work/life balance expectations for the team explicit and actively discourage engineers and product/project managers putting in more than 40 hours. More specifically, the goal dates we set for increment deliveries assume they will not be working over those hours. If there are surges needed, I will do my best to add capacity to the teams well ahead of time and have some "floating" engineers who don't need a lot of spin up time to help with that delivery. 2. The majority of the team, aside from my deputy and some leads, don't see a lot of the work I do because it's not relevant to their teams/portfolios. I have a good staff and have built good processes, that makes sure that core teams are shielded from other parts of the organization, or even me from levying requirements that would push them beyond their work schedules.

wolco 7y ago

As a leader do you feel you are setting an unhealthy example? Your actions are being noticed and replicated.

AndrewKemendo 7y ago
No for two reasons: 1. I make my work/life balance expectations for the team explicit and actively discourage engineers and product/project managers putting in more than 40 hours. More specifically, the goal dates we set for increment deliveries assume they will not be working over those hours. If there are surges needed, I will do my best to add capacity to the teams well ahead of time and have some "floating" engineers who don't need a lot of spin up time to help with that delivery. 2. The majority of the team, aside from my deputy and some leads, don't see a lot of the work I do because it's not relevant to their teams/portfolios. I have a good staff and have built good processes, that makes sure that core teams are shielded from other parts of the organization, or even me from levying requirements that would push them beyond their work schedules.