Early in my management career, I fell into the trap of forming opinions too quickly, often treating symptoms rather than causes. The game changer was shifting to a Systems Thinking mindset, looking at the setup, not just the people. As my scope grew, I learned that you can’t analyze everything; you have to balance deep analysis with clear priorities and trusted intuition.

When I first became an Engineering Manager, I knew the theory. I knew I shouldn’t just listen to the loudest voice in the room. I made a conscious effort to let everyone talk.

But internally? That was a different story.

I used to frame opinions easily in my head. If an engineer came to me with a problem, I would form a judgment almost instantly. If there was a conflict, I would subconsciously take sides, often swayed by who spoke first or who sounded more convincing in the moment.

Looking back, I realize I was just being reactive. By rushing to a mental conclusion, I wasn’t solving the core of the problem.

The Shift: Adopting a Systems Mindset

The evolution didn’t happen overnight. It came from the uncomfortable realization that my solutions were causing repetitive problems. I would resolve a conflict, but the same issue would crop up again a month later.

I learned I had to step back and assess deeply.

Now, when I hear a strong opinion or a complaint, my internal reaction is different. Instead of jumping to agree or disagree, I switch to a systems mindset. I ask myself:

• How is the system set up?
• What part of the process or environment is incentivizing this behavior?
• Is this a person problem, or a structure problem?

I have evolved to become a Systems Thinker. I force myself to slow down. I don’t just ask Who is right but I ask Why did this happen?

The Challenge of Scale: Managing the Noise

As I took on more responsibility, a new challenge emerged: Listening at Scale.

When you manage multiple teams, communication slows down. You are suddenly bombarded with a massive number of topics, conflicts, and updates. You cannot physically deep dive into every single issue without becoming a bottleneck.

So, how do you balance the need to slow down and think deeply with the reality of limited time?

My framework relies on two pillars: Priorities and Gut Feeling.

1. Ruthless Prioritization: I need to know, at all times, what actually matters. If an issue doesn’t touch a top priority, I delegate it or let the system handle it.
2. Educated Intuition: I trust my gut feeling to tell me when to act. My gut is no longer about picking a side, it’s an alarm bell. It tells me, “Something feels off here, stop and look closer.”

From Knowing to Understanding

This evolution has been critical for my growth.

• Then: I felt good when I had a quick opinion. It felt like speed.
• Now: I feel good when I can withhold my opinion until I truly understand the landscape. That feels like wisdom.

It is simple, really. You cannot lead a team effectively if you only see half the field. Listening isn’t about being indecisive; it’s about ensuring that when you finally do take a stand, you are fixing the system, not just the symptom.