Seeing over the horizon may be the hardest part of the Engineering Leadership Framework for many on teams or at companies who are overly focused on making next quarters’ numbers. It is easy to invest in body armor when the bullets are already showing up. Budgets can be raided, dividends suspended, borrowing authorized and taking on the extra debt will seem smart and absolutely necessary.
Having the foresight and discipline to consistently invest in the time and space that our leaders require to be able to not only step aside from the bullet that is coming but to use that step to head in a better direction is difficult and rare. Yet it is this unusual discipline that differentiates enduring enterprises from flash-in-the-pan companies that leave their employees broken and their investors broke.