Engineers and Technical managers are great problem solvers. They excel at tackling complex technical challenges using their analytical skills and logical thinking. Many engineers, including those who have transitioned into management roles, tend to default to technical solutions for all problems, even those that may require a different perspective. For instance, when presented with a challenge like adding a new feature to a product, engineers and managers often immediately jump to technical solutions. They know right away what APIs to expose, which components need changes, which other systems have to be extended etc. But is that always the most effective approach? Have you stopped to wonder if there are better ways to solving the same problem? Does having additional data change your approach to solving problems? In this post, we will explore the power of leveraging your network to problem solve for the most impactful solutions, beyond just technical fixes.

Imagine you are the engineering leader in the space and consider the following situations. We’ll discuss potential solves for each of these cases at the end of the post.

Case a: Your VP just remarked in your business review meeting that the team should invest in ideas to reduce the cost of customer support.

Case b: Your team just lost product support e.g., PMs attrited or laid off. You are still expected to deliver your goals for the year.

Case c: You need to drive stakeholders across your organization to align on a large database migration effort.

For the situations above, managers often default to shouldering more responsibility and driving alignment through endless brainstorming conversations, just like I have done myself in the past. It’s practical, it’s acceptable, and it’s what engineering managers and leaders typically do.

But then I started working with a leader who had a different approach, a master at persuasion. Her problem-solving skills were unique, and she didn’t just rely on delegation or negotiation. She had a knack for influencing people without authority, and I was intrigued.

To just give you a flavor, during one of our 1-1 meetings, I shared my concerns about driving alignment with another Director of Engineering who owned a service that required changes based on our technical proposal. I was worried about facing resistance, as I had experienced before. But instead of jumping into strategies and tactics, this leader simply asked, “Who else has seen this proposal? Has the Director’s Principal Engineer (staff equivalent) reviewed it?”. At first, I didn’t grasp the significance of her questions. But then it hit me.

She was applying a simple rule of human emotions: “People defer to experts.”

Just like how it took an Anthony Fauci to convince people and Congress about masks and vaccines, having the leader’s PE onboard with our proposal would make a big difference. It didn’t require separate convincing with the Director. In the midst of our analytical approach to problem-solving, we often overlook the human equations at play. This experience made me realize you’re not limited by your own expertise.

By tapping in influence of others, we can achieve more impactful outcomes and overcome challenges that may seem insurmountable at first glance.

So, as left-brain thinkers, what can we do to tap in influence of others? I propose a 3-step approach – AIM for short.

1. Assess – Assess unique personalities and behavioral styles of those around you.

2. Introspect – Reflect on your own beh