Embodying a Great Engineering Culture

Embedding a culture starts with leaders living the values in every interaction. The article shows that simply writing values on a page does nothing unless leaders consistently demonstrate them, from transparent restructure communication to daily decision-making. It argues that self-awareness and relentless correction of misaligned behavior are essential for cultural change.

Real-world examples illustrate the approach: a restructuring announcement was staged with early, honest updates and team input, proving transparency in action. When Slack debates turned toxic, the author intervened publicly, set safety expectations, and mediated the conflict, demonstrating how repeated call-outs shape norms. Positive reinforcement is equally important; a manager publicly praised a developer's effort to soften his communication style, turning a previously abrasive habit into a model of improvement.

The piece also warns that leaders can unintentionally suppress values. An engineering manager's blunt "direct" feedback discouraged junior voices, while a senior's "challenge what's accepted" interrogation stifled innovation. By adjusting tone-being less direct when encouraging openness, and framing challenges as curiosity rather than interrogation-leaders allow the intended values to flourish.

Finally, the article ties culture to inclusion and psychological safety. It outlines concrete adjustments for neurodiverse team members, such as clear goals for ADHD and structured context for ASD, and simple practices like brainwriting to give introverts a voice. Vulnerability from leaders-admitting struggles and asking for help-builds trust and reinforces the cultural framework.

Technical leaders should care because a lived-out culture directly impacts team performance, morale, and the ability to innovate. Consistent embodiment, corrective feedback, and inclusive practices turn abstract values into daily operating principles that scale with the organization.