I'm a senior product engineer at a regional sized non-tech company. I'm currently working on a project that involves spinning up a new microservice. As a result, I'm working closely on an AWS service and am taking the opportunity to learn Terraform. I'm really loving the project so far.
The problem: one of the senior engineers on the DevOps team is very difficult to work with. She's skilled technically, but is incredibly abrasive. Worst of all, she isn't flexible - it's her way or the high way. I've been in multiple meetings with her where she verbally berates people for suggesting something that isn't a "best practice" according to her. (My manager, and a staff engineer in my group agrees with this assessment)
She's interfered with delivery of my project a lot at various stages, but the main issue is that she's currently blocking a change of mine in code review.
The change is to add a perm in AWS - however, she feels it is "not needed." I've taken the time to understand her concerns, and without getting into specifics they simply don't apply here. I keep restating this along with the multiple steps I've taken to derisk things (and have said that we can revert the perm after delivery) and she won't budge at all, has simply ignored everything I've said and replies "Not needed, I won't allow this" (direct quote).
She's blocked this two line PR for 3 days, despite the fact I've escalated it to my manager who agrees with me and also asked her to allow the permissions on the Slack thread - which she ignored. Another engineer on her team has approved the change, but since she requested changes I need her to sign off on it. Not having this permission will delay delivery by ~1 week in the worst case (so I could work around it, just that things will take longer and slow down the team that depends on my new service).
What should my next steps be? I could roll over and just do what she says even though 1) it will push back delivery for a silly reason 2) I don't agree on principal. Moreover, I don't like the fact that she bullies people into doing what she wants - I've seen her do this to other colleagues, both male / female, at all seniority levels, and it slows down our product work a lot (not to mention is, IMO, very toxic).
Thank you so much for reading all the way! And apologies in advance for the wall of text.
Hi Jonathan - thank you so much for your advice! Your advice worked out very well for me.
Her manager is out on parental leave which has left things unorganized as I don't think she reports to anyone right now (crazy lol).
I did however escalate to my skip who asked me to 1) get her in a room and explain the situation and why we need things 2) if she doesn't comply then, to take it to him - he said he'll take things to the CTO if she continues to be difficult.
So it looks like things are now going to work out. Thanks again!
Yeah, you simply need to escalate further here. However, this only solves the short-term problem of this particular project, not the long-term problem of this person not being in-sync with you at all. For advice on solving that, I highly recommend this very related thread and its linked resources: "Really struggling with team/engineer"
If she never processes the feedback and you can't switch teams, your best bet is to engineer your workflow in a way where her approval is needed as little as possible, working with other sources of authority instead. I have had to do this before with certain tech leads at Meta who I didn't get along with - Sometimes the problem isn't solvable, and you just need to mitigate the damage instead.
Hi Alex, thank you very very much for your comment here. I did end up escalating this which has seemed to resolve things in the short run.
Your reply on that thread was very useful. I did the same exercise and narrowed this down to the engineer disliking everyone, not me. My skip manager confirmed that others have given similar feedback, and unfortunately it's not been actioned by this person's manager. But I'm working with my skip to get this escalated further (and in the short run will do my best to make sure that my team can work around her as much as possible).
Thank you for the reply once again!
In addition to escalating, I'd schedule a meeting with the relevant people. These conflicts are much easier to resolve in a live meeting rather than Slack pings or comments on a pull request.
She's not your manager, but a lot of the ideas in Managing Up: Build Effective Relationships With Your Boss will apply here.
Hey Rahul, really appreciate your suggestion here. My skip manager actually suggested the same thing (meet with her live) when I escalated.
Also, I'm going through the course now, seems like a lot of the ideas there will be very helpful. Appreciate the pointer there (there are too many good courses like this on Taro that are in my backlog!)