In my last post, I talked about how engineering leaders need to be both Air Traffic Controllers and Sherpas. Today, let's look more closely at how being a Sherpa leader can help teams work better together, grow stronger, and handle tough challenges.

Why Teams Need a Sherpa

Think about the hardest software projects you've worked on. They can feel like climbing a mountain: hard to understand, full of unknowns, and sometimes scary. Just like mountain climbers need Sherpas to help them reach the top, software teams need leaders who can guide them through tough problems and help everyone improve.

The most important thing I've learned? A Sherpa's job is to help teams solve their own problems, while sharing knowledge and experience that helps them succeed in the long run.

The Sherpa's Toolkit: Key Skills and Jobs

1. Setting Clear Goals

As a Sherpa, your first job is to help the team understand what they're trying to achieve and how to get there. This means turning big business goals into clear, exciting objectives that make sense to everyone. You need to break down big projects into smaller steps that show progress. Regular check-ins help make sure everyone is moving in the right direction. You should create clear pictures of what success looks like to keep the team motivated. It's important to balance big goals with realistic expectations about the work ahead.

Think of it like planning a mountain climb:

1. First, show everyone what reaching the top looks like - what success means for this project
2. Then, mark out the important stops along the way
3. Help the team prepare for known challenges while staying ready for surprises
4. When working with other teams, decide where you'll meet up. Not everyone needs to be in the same place at the same time.

The key is finding the right balance between:

• Big goals and reality: Goals should push the team but still be possible to reach
• Planning and flexibility: Plans need enough structure to guide without being too rigid
• Personal and team goals: Make sure individual growth matches project success

Remember: A good vision makes the work meaningful for everyone involved.

2. Helping People Grow

The best Sherpas know their success is measured by how well their team can work independently. Just like mountain Sherpas teach climbers how to climb instead of carrying them, engineering leaders need to focus on helping their team learn and improve.

Setting Up Mentorship

A good mentorship program starts by matching junior and senior developers carefully, thinking about both technical skills and how well they communicate. Clear goals should be set for both mentor and mentee. Regular meetings help track progress and make needed changes. To help everyone learn, pairs should switch periodically so team members can learn from different people.

Sharing Knowledge

Create a culture where people share what they know through regular "Tech Talk" sessions. Team members can show how they solved interesting problems or built new solutions. Record these talks and save them in a "Learning Library" for everyone to use. Encourage teams to work together through demo days where they show off new features and tools. Regular office hours give everyone a chance to discuss technical decisions openly.

Helping People Learn

Help each person grow by creating a personal development plan. These plans should include tasks that push people slightly beyond their comfort zone. Give team members chances to lead small projects. Support conference attendance and continued learning to keep the team up to date with new ideas.

Giving Helpful Feedback

Good feedback is specific and actionable, focusing on what people actually do rather than vague impressions. Balance constructive criticism with praise for progress. Create a safe space where people can try new things without fear of failure. Regular one-on-one meetings should focus on growth, not just status updates.

Remember: The goal isn't just to help people write better code - it's to develop well-rounded engineers who can solve hard problems, teach others, and help the team succeed. Like a Sherpa preparing climbers for future climbs, you're building skills that will help your team long after any single project is done.

3. Building Team Strength

Software development has many ups and downs, just like mountain climbing. A good Sherpa helps the team handle these challenges by creating an environment where everyone feels supported.

Watching for Warning Signs

Just like Sherpas watch for signs of altitude sickness, engineering leaders need to pay attention to their team's wellbeing. Watch for signs of stress like increased irritability or people pulling away from the group. Notice if someone's work quality changes or if they stop participating in activities. Be especially aware of people who get stuck trying to make things perfect or who resist feedback.

Creating a Supportive Space

Build a safe environment where people can speak up. Regular check-ins should focus on how people are feeling, not just project status. Make it okay to talk about challenges and uncertainties. Set up clear ways for people to get help when they're stuck. Offer flexible work arrangements that work for different people. Most importantly, encourage taking time off to prevent burnout.

Helping People Learn from Mistakes

Help teams see challenges as chances to grow. Share your own stories of past failures and what you learned from them. Help the team see setbacks as learning opportunities. Create an environment where trying new things is encouraged. Celebrate effort and small wins, not just big achievements. Use retrospectives to learn from difficulties.

Keeping the Team Moving Forward

Keep team spirits high by breaking big challenges into smaller, achievable goals. Regularly highlight both individual and team achievements. Create meaningful ways to celebrate project milestones. Plan team activities that help people connect. Share positive feedback from users to show the team's impact.

Remember: Just like physical strength is important for mountain climbing, emotional strength is crucial for software development. Your job as a Sherpa is to help build and maintain this strength through both good times and hard times.

Real Examples: The Sherpa at Work

Here are some common situations that show how the Sherpa role works:

Helping New Engineers

When a new engineer joins and struggles with the code, good Sherpa leadership means:

1. Creating a clear plan to learn the codebase step by step
2. Setting up mentorship with experienced engineers
3. Having regular check-ins about both technical skills and personal growth

With this approach, new engineers usually go from basic work to leading features and teaching others within 6-12 months. This happens because of focused leadership that builds confidence and skills through a complete development plan. The journey starts with small, clear tasks that gradually become more complex. Engineers get chances to make and learn from mistakes in a safe environment. They build visibility by showing their work in team meetings and joining technical discussions. Early leadership experience comes from leading code reviews and helping newer team members, with regular praise and helpful guidance on areas to improve.

The key is finding the right balance - pushing engineers to try new things while making sure they feel supported. When done well, this creates a positive cycle where early successes build confidence, leading to more willingness to take on new challenges.

Handling Project Problems

When teams face big problems like missed deadlines or technical issues, successful Sherpas:

1. Create open spaces to discuss challenges
2. Help teams see difficulties as chances to learn
3. Guide team problem-solving to find clear solutions
4. Notice and celebrate small wins to keep moving forward

This approach helps teams not just recover from problems, but come out stronger. By creating a safe space to talk, teams can process challenges while staying focused on solutions. Working through problems together builds stronger team bonds. When leaders help see setbacks as learning opportunities, it changes the team's view from failure to growth. Celebrating small wins during recovery rebuilds confidence. Most importantly, successfully handling challenges together creates shared experiences that make the team stronger. Teams that overcome big obstacles together develop deeper strength and adaptability that helps them in future challenges.

Tips for Becoming a Better Sherpa

If you want to improve your Sherpa leadership skills, here are some practical steps:

1. Set Clear Goals

• Create exciting team goals
• Break big goals into smaller steps
• Help team members see how their work matters

2. Learn to Listen Well

• Ask questions that make people think
• Pay attention to both words and body language
• Repeat back what you hear to make sure you understand

3. Celebrate Success

• Notice and praise individual and team achievements
• Encourage team members to praise each other
• Make celebration a regular part of team life

Putting It All Together

Being a Sherpa means helping your team find their own solutions while giving them the support and knowledge they need to succeed. When combined with the Air Traffic Controller role that focuses on organization and planning, you create a balanced leadership style that combines direction with understanding, and guidance with independence.

Every great climb starts with one step. Whether you're new to leadership or want to improve your skills, thinking like a Sherpa will help you guide your team to better teamwork, strength, and success.