Stress and metrics in tech companies
Disclaimer: I am not a psychotherapist/psychologist/psychiatrist. This article is not based on scientific research but my thoughts and opinions.
Mental health in software development
Many sources vigorously promote work in the software development industry. I agree with that. The critical factor that makes IT excellent is access to the people who strive for continuous learning.
On the other hand, most (or all) of my colleagues who work as software engineers experienced stressful situations at work.
Examples of stressful situations
Introverts suffer from the necessity of having a 1-on-1 call with the client or from making a public speech during the sprint review. Sometimes, we need help to complete the assigned task. Sometimes, we work in a team, which could be more supportive. We may work in a toxic company culture, which requires us to work after hours. Some companies tend to create the pressure of finishing something for some unrealistic deadline, which leads to people’s burnout.
NPS and eNPS as Key Performance Indicators
Net promoter score has become the most commonly used metric across the world. When we work in a company, the impact of our work and decisions leads to increasing or decreasing the NPS (client satisfaction) or eNPS (employee satisfaction). Some time ago, I started considering my actions through this model. Examples are:
If we want to deliver something for the client (increase NPS), we may ask our employees to work on the weekend (decrease eNPS).
If we deliver something on time (increase NPS) healthily and collaboratively with our team, we celebrate success (increase eNPS).
We implement the feature and release it to our clients, but they do not like it (decrease NPS), and we blame our team for that (decrease eNPS) because we haven’t built an experimental nor continuous improvement work culture.
After reading each of the paragraphs below, please think about how to use this comparison of NPS and eNPS to imagine real-life scenarios.
Tech company types
In my professional career, I worked in various companies. It taught me that the stressor might have a different source and be provided with or without contextual data. Most of the people I worked with experienced just the single company type. This article aims to share various perspectives on stress aspects you may experience after joining a company of a specific type.
The context a company provides us is vital because the shared metrics are what employees try to optimize to become better employees, which may lead to happiness or burnout.
What’s important is that each company type should apply a slightly different approach to performance measurement.
Type A: Services Company
In Poland, we call it - software houses.
Service companies provide clients with software development services (and project management and design). That means they set up a few software developers and then code the software to deliver specific output for a particular date. There is a Scrum Master or Project Manager on our end and a Product Owner on the client’s side.
Customer expectations based stressors
What may the stressor look like in this scenario? From my experience, it is mainly based on customer’s expectations or requirements, which we often co-create.
Deadlines with no context
Usually, as a software services company, we do not know our client’s business KPIs or see how our development process influences their revenue. That means we do not fully understand the impact of missing the deadline. The pressure is built on the deadline set by the client (usually in collaboration with us). We tend to ask the client about the cause of this deadline, and it might be some conference, company-wide goal, a commitment made for the board members or budget limitations. We know everything second-hand, not from direct access to the metrics.
Velocity - the metric of all evil
The first line of the stressor is, “we are not delivering X on date Y”. If we do not deliver it, we need to discuss it with the client, who will not be happy. If you are a developer, you will most likely experience some unfriendly atmosphere during the sprint review, but your managers will handle all these discussions. You will feel the pressure of not meeting the expectations. Maybe even your manager will increase this pressure by asking you to work overtime.
In this case, the connection between the root cause and pressure is indirect and contextless. Unfortunately (but this is reasonable in many cases), we cannot access many metrics explaining the whole context.
Stressful sentences you may hear in service companies:
“Rafal, we must deliver it by the end of the month because this is what we agreed with the client.”
“We must deliver at least 80% of sprint commitment.”
“The go-live date was set for this month. We must deliver it ASAP.”
Type B: Tech Product Company
If you build a tech product, the users are your clients. The users have expectations. They chose your product and believe you will best fulfil their needs. In the case of small SaaS, they may pay you hundreds of dollars or millions of dollars in the case of big platforms.
Roadmap based stressors
In such a company, stress may be built around a commitment to delivering a specific roadmap. If you publish a roadmap, your users expect you to do it.
Public and Internal Roadmaps
Some product companies build a public roadmap with very high-level dates so everyone knows their direction. In parallel, they use more detailed private internal roadmaps for their teams to communicate desired product development progress.
No Roadmap
Another group of tech product companies avoids publishing the roadmaps. They share the vision, high-level strategy, and (past) release notes.
How does it influence the stress generated for employees? Usually, the more you share publicly, the more pressure is created.
Growth based stressors
However, another factor may appear when working in a tech product company. You strive for growth if the product has already achieved the product-market fit. Not making the product, which will keep exceeding your users’ expectations, may lead to losing your users. As a result, it might end up burning all the cash your company might have, and the only rescue from this situation might be the layoffs.
In this kind of company, the root stressors are further but may lead to much more pain. Most people feel it only if the company is doing well. When there is money in the company, this separation creates a feeling of safety for the developers, leading to innovation.
Lagging and lead indicators
Product tech companies must define lead indicators to help them react quickly after analyzing the lag indicators instead of proceeding with firefighting. Based on lead indicators, you may deal with the issues early and reduce the probability of creating stressful situations.
Stressful sentences you may hear in tech product companies:
“Rafal, we are a small tech product company. If we do not deliver it for our big client, then we’re out, and we will need to fire some people (your colleagues).”
“A few families work in our company. Losing the job might be problematic for them. We must deliver it.”
“We lost 30% of our users this month. They do not need our product.”
Disclaimer: Tech product companies financially backed up by VCs may face different challenges.
Disclaimer: Tech product companies that build safety-critical systems for caring for human lives may experience it differently.
Type C: Business Company
This company earns money using tech. Tech is the enabler. Let’s consider a furniture production company that uses many systems like ERP, MRP, WMS, eCommerce, CRM, PIM, POS, 3D modelling, and more. The company doesn’t see the tech as the cost place but as part of their business.
Money based stressors
In that case, the monthly income goes down if any critical systems that generate revenue (e.g., eCommerce, POS) go down. Another scenario might be an MRP (materials requirements planning) system that calculates improper supply amounts for the next months. In that case, the company may spend millions of dollars on raw materials that will never be used to produce the ready goods.
Straight access to the revenue
For employees of this company, access to the most important metrics is straightforward. Daily, you see how the technology you create is shaping the KPIs. It gives you the feeling of victory when you increase the metrics and pain or fear when you decrease them. On the other hand, it allows us to create the best culture of learning and experimentation.
Stressful sentences you may hear in business companies:
“Rafal, do it. If we do not get it right, we will go bankrupt (which means firing 150 people).”
“We all must work 12 hours a day because everything needs to be done manually. Our technology sucks. Nothing’s automated.”
Which company type is the best?
All of these are good and bad at the same time. All of these stress factors might be ruining your life or may lead to raising your motivation. The person who feels stressed during the sprint review may feel similar emotions as those who must fire 150 people. It is all relative to what we’ve got used to. Everything comes from how we interpret the challenges we face and how we deal with our feelings.
Stress is everywhere
The purpose of this article isn’t to lower or raise the seriousness of what we are dealing with. The purpose of this article is to show that the grass is not always brighter on the other side. Stress will appear in all types of companies, and we must work collaboratively to deal with it.
Teamwork is the best medicine
You may feel secure if you work in a good company culture that isn’t full of bias, prejudice, bullying, or violence. As long as there is a team that you can collaborate with, then there’s a chance of achieving something great in these stressful situations.
If you work in an unsupportive group and deal with tremendous stress, consider asking for help outside.