A Job Well Done

The tension between doing a job well and doing it efficiently is an age-old challenge in leadership, particularly in engineering. Talented individuals naturally gravitate toward thoroughness, but companies—especially those in their earlier stages—often demand speed and efficiency to survive and thrive. As leaders, it’s our job to reconcile these conflicting forces, setting expectations that align craftsmanship with the business’s immediate needs. Let’s explore this through a simple, yet illuminating, anecdote.

The Flooded Crawl Space

A friend of mine recently dealt with a problem at home: his crawl space was flooding after a heavy rainstorm. The culprit? A failed sump pump. Water was pooling quickly, and action was needed before it caused significant damage to the foundation.

The solution seemed simple: replace the pump, and the problem would go away. But a good technician—a true professional—might pause and ask deeper questions: Why did the pump fail in the first place?

Was it the natural end of its service life? Or was there a clogged drain forcing water back into the crawl space, overloading even the best pump? A thorough technician would diagnose the issue, inspect the drains, check for potential blockages, and maybe even recommend structural fixes to prevent future flooding.

While this level of thoroughness might seem ideal, it comes with a cost—time and money. If diagnosing the issue takes hours and the pump is relatively cheap to replace, it might not be worth the effort. Conversely, if the pump is expensive or failure would have catastrophic consequences, then diagnosing and solving the underlying issue is absolutely the right call.

Engineering Through the Lens of the Sump Pump

This flooded crawl space mirrors the choices engineers face daily. Do they replace the pump and move on (a quick fix)? Or do they trace the issue back to its source (a comprehensive solution)?

Engineers—especially those who excel—tend to favor the latter. They take pride in their work, going above and beyond to ensure problems don’t just seem solved but are resolved at their root. This thoroughness is a behavior we encourage, often praising it in performance reviews and public accolades.

But is it always the right call? Not necessarily.

In many cases, the cost of going above and beyond may outweigh the benefits. For startups, time is often more precious than perfection. A slightly imperfect solution that delivers value today can be far better than a perfect solution that arrives too late.

The Role of Leadership

As leaders, we need to provide clarity and nuance in our expectations. Engineers—like the technician with the sump pump—want to do a good job. But it’s up to us to define what “good” looks like in the context of each task.

1. Distinguish Between Problems That Require Depth and Those That Don’t Not every problem warrants exhaustive effort. Leaders should help teams assess which issues deserve deeper investigation and which can be solved efficiently with minimal effort. A useful framework might include asking:
2. Set Priorities and Align Goals Engineers thrive when they understand the "why" behind their work. Make sure they know when speed is the priority and when thoroughness matters. Be explicit about which problems are strategic and require lasting solutions versus tactical issues that need quick resolutions.
3. Balance Growth Opportunities With Business Needs Engineers grow by challenging themselves, honing their craft, and testing their limits. Leaders must provide opportunities for this growth while balancing the company’s immediate needs. When deciding whether to give an engineer more time to explore a problem deeply, ask yourself:
4. Create a Culture of Context Engineers don’t operate in a vacuum. Build a culture where they understand the broader business context—why speed matters now, why thoroughness is vital later. This not only empowers them to make better decisions but also aligns their instincts with the company’s goals.

The Philosophical Balance: Quality vs. Efficiency

The story of the sump pump illustrates a larger truth about leadership. A good leader doesn’t just tell their team to "do a good job." They provide the context, guidance, and nuance that transforms effort into value.

Sometimes, replacing the pump is enough. Other times, diagnosing the drain is essential. The key is knowing which approach to take—and equipping your team to make that judgment call themselves.

This balance between quality and efficiency is the hallmark of great leadership. It’s not about demanding speed or perfection, but about creating an environment where both can coexist in harmony. A well-led team knows when to strive for mastery and when to embrace pragmatism.

The Big Picture

Leaders who strike this balance not only build better teams—they build better companies. When engineers understand the nuances of quality versus efficiency, they make smarter decisions, solve problems more effectively, and deliver real value.

So, next time your team faces a flooded crawl space, ask yourself: Do we need to replace the pump or fix the drain? Your answer might just define what success looks like.