1. I make my work/life balance expectations for the team explicit and actively discourage engineers and product/project managers putting in more than 40 hours. More specifically, the goal dates we set for increment deliveries assume they will not be working over those hours. If there are surges needed, I will do my best to add capacity to the teams well ahead of time and have some "floating" engineers who don't need a lot of spin up time to help with that delivery.
2. The majority of the team, aside from my deputy and some leads, don't see a lot of the work I do because it's not relevant to their teams/portfolios. I have a good staff and have built good processes, that makes sure that core teams are shielded from other parts of the organization, or even me from levying requirements that would push them beyond their work schedules.
1. I make my work/life balance expectations for the team explicit and actively discourage engineers and product/project managers putting in more than 40 hours. More specifically, the goal dates we set for increment deliveries assume they will not be working over those hours. If there are surges needed, I will do my best to add capacity to the teams well ahead of time and have some "floating" engineers who don't need a lot of spin up time to help with that delivery.
2. The majority of the team, aside from my deputy and some leads, don't see a lot of the work I do because it's not relevant to their teams/portfolios. I have a good staff and have built good processes, that makes sure that core teams are shielded from other parts of the organization, or even me from levying requirements that would push them beyond their work schedules.