When a feature ships and there's no user feedback, it shouldn't be seen as a success. It's a terrifying indicator that no one is using it or cares about it, meaning the work had no impact and was a waste of time.
Shift the definition of "done" from "code checked in" to "logged in as the user and verified the feature works as intended." This simple directive forces engineers to engage with the product from a user's perspective, fostering ownership and higher quality work.
Engineering leadership involves four distinct skills: Technical, Operations, Product, and Strategy. Since no single person excels at all four, organizations should build complementary leadership teams, pairing a visionary CTO with a process-driven VP of Engineering.
Measuring engineering success with metrics like velocity and deployment frequency (DORA) incentivizes shipping code quickly, not creating customer value. This focus on output can actively discourage the deep product thinking required for true innovation.
While intended to improve efficiency, the rise of Agile ceremonies and specialized roles like Product Managers has created layers of abstraction. This often "hides" engineers from direct customer interaction, reducing their understanding of the "why" behind their work.
A "10x developer" isn't just a brilliant coder but a skilled person in an environment with zero organizational friction. By giving them total ownership, clarity, and trust to make decisions, you remove the blockers that bog down average developers in large companies, unlocking 10x productivity.
To prevent engineers from focusing internally on technical purity (e.g., unnecessary refactoring), leaders must consistently frame all work in terms of its value to the customer. Even tech debt should be justified by its external impact, such as improving security or enabling future features.
Product managers who feel "too busy" to provide context are making a false economy. A simple five-minute explanation or Loom video clarifying the "why" behind a task can prevent an engineer from spending a week or more building the wrong thing, offering a massive return on investment.