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> To take just one role as an example, it's certainly within a tech lead's purview to write a memo if she observes something that can be improved, but much beyo

> To take just one role as an example, it's certainly within a tech lead's purview to write a memo if she observes something that can be improved, but much beyond that and I think the tech lead would be straying from their mandate. It's trickier than that I think. Imagine for instance as a tech lead you realize the resumes of some specific minority all get shutdown by HR before interviewing. As a tech lead you make a polite inquiry, and they tell you nothing's wrong, they have their reasons they can't tell you, and you should mind your business. You could argue any move from there could be out of your mandate...but as a tech lead you're told to bring the most technical value possible to your team. And hiring the best people fits into these optics. So you'd talk with some colleages about how you think it makes your team worse you couldn't hire that specific person you pushed as a candidate. The discussion extends to hiring criteria in general. More people come to you to share ideas. And now you have a group chat about hiring ethics that makes the management uncomfortable.

gabesullice 4y ago
> ... as a tech lead you're told to bring the most technical value possible to your team. This feels like a rationalization for a crusade. This falls into the "write a memo" bucket. You notice a trend (like all applications by a specific minority get shut down). You document it by pulling a report. You identify the potential ramifications. Hit send. If it gets round filed and the trend continues, it's time to vote with your feet and explain why in your exit interview. I think if you start bringing it up with your colleagues after you've been told "there are reasons and mind your business", and you encourage a conversation about the company's hiring criteria, and finally start an informal, unsanctioned working group on a matter you have no authority to change... You've definitely exceeded your mandate and distracted your colleagues. It's only political because of the choice to build a faction and enter into a power struggle with HR vs. call attention to it so that those whose job it is to worry about it, can worry about it if they weren't aware of it.
- makeitdouble 4y ago
  > This falls into the "write a memo" bucket. You notice a trend (like all applications by a specific minority get shut down). You document it by pulling a report. You identify the potential ramifications. Hit send. If it gets round filed and the trend continues, it's time to vote with your feet and explain why in your exit interview. Thing is, I don't think this attitude would apply to many other subjects. For instance you notice your company has difficulty hiring so you talk to HR to give more visibility in tech conferences for instance. They drag their feet and don't want to bother, but you start looking around, discuss internaly and see the idea has traction and people are willing to volunteer to do it, so you come up with a realistic proposition for meetups on friday evenings. The plan is greenlit by your boss, you talk to your office manager, get the ball rolling, and 6 months later your company officially has a meetup event every month, and everyone's pretty happy you did it. So where's the line between expanding company's hiring practices and expanding company's PR practices ? My point is, at some level (I assume "tech lead" is not some grunt worker) you're supposed to interpret your mandate as broadly as it still makes sense from a practical point of view, and will be rewarded for moving things in the right direction. Saying "getting the right people for the job in your team" should stop at the memo level doesn't fit my experience of what is expected from that kind of role.
  - gabesullice 4y ago
    Good points to ponder and a good conversation, thanks!

gabesullice 4y ago

> ... as a tech lead you're told to bring the most technical value possible to your team. This feels like a rationalization for a crusade. This falls into the "write a memo" bucket. You notice a trend (like all applications by a specific minority get shut down). You document it by pulling a report. You identify the potential ramifications. Hit send. If it gets round filed and the trend continues, it's time to vote with your feet and explain why in your exit interview. I think if you start bringing it up with your colleagues after you've been told "there are reasons and mind your business", and you encourage a conversation about the company's hiring criteria, and finally start an informal, unsanctioned working group on a matter you have no authority to change... You've definitely exceeded your mandate and distracted your colleagues. It's only political because of the choice to build a faction and enter into a power struggle with HR vs. call attention to it so that those whose job it is to worry about it, can worry about it if they weren't aware of it.

makeitdouble 4y ago
> This falls into the "write a memo" bucket. You notice a trend (like all applications by a specific minority get shut down). You document it by pulling a report. You identify the potential ramifications. Hit send. If it gets round filed and the trend continues, it's time to vote with your feet and explain why in your exit interview. Thing is, I don't think this attitude would apply to many other subjects. For instance you notice your company has difficulty hiring so you talk to HR to give more visibility in tech conferences for instance. They drag their feet and don't want to bother, but you start looking around, discuss internaly and see the idea has traction and people are willing to volunteer to do it, so you come up with a realistic proposition for meetups on friday evenings. The plan is greenlit by your boss, you talk to your office manager, get the ball rolling, and 6 months later your company officially has a meetup event every month, and everyone's pretty happy you did it. So where's the line between expanding company's hiring practices and expanding company's PR practices ? My point is, at some level (I assume "tech lead" is not some grunt worker) you're supposed to interpret your mandate as broadly as it still makes sense from a practical point of view, and will be rewarded for moving things in the right direction. Saying "getting the right people for the job in your team" should stop at the memo level doesn't fit my experience of what is expected from that kind of role.
- gabesullice 4y ago
  Good points to ponder and a good conversation, thanks!