We were hired to do the grunt work

Overview\nThe article by Benn Stancil discusses why technical leaders often find themselves doing the "grunt work" of execution rather than focusing on high-level strategic problems. It examines the mismatch between the value of strategic thinking and the day-to-day tasks that engineers and managers are asked to perform, and offers guidance on how to shift responsibilities and influence within an organization.\n\nKey Takeaways\n- High-impact strategic work is frequently undervalued compared to tactical execution.\n- Leaders can create space for strategic thinking by delegating repetitive tasks and building strong teams.\n- Communicating the business value of strategic initiatives helps gain executive support.\n- Establishing clear roles and expectations reduces the likelihood of being pulled into grunt work.\n- Regular reflection on how time is spent can reveal opportunities to re-focus on higher-order problems.\n\nWho Would Benefit\n- Engineering managers who feel overwhelmed by operational duties.\n- Technical leads aiming to spend more time on architecture and product direction.\n- CTOs and VP of Engineering looking to improve organizational focus.\n- Senior engineers transitioning into leadership roles.\n\nFrameworks and Methodologies\n- Delegation matrix (RACI)\n- Strategic vs tactical work classification\n- Time-boxing and focus blocks\n- Lean management principles for eliminating waste\n