Pillar 1: Dignity and Respect

Starting with the belief that everyone deserves dignity and respect is fundamental to creating a great culture, whether in software engineering or any other field. We are born into a shared humanity, beginning life in circumstances beyond our choosing, gifted with abilities through no credit of our own. We did not select our parents or our starting positions, so I am deeply grateful for everything I have been given from the outset.

The strengths we do have should be cultivated, which is why I take a strengths-first approach to leadership. I do not claim to be the best in every area of life, nor would I expect my team to be. That is the value of a team—we bring unique, complementary strengths that, together, drive us toward a greater goal. My focus as a leader is to develop my team’s strengths while supporting their weaknesses through tools, collaboration, and strategic delegation. I do not expect areas where someone performs at a C- level to become A+ work suddenly. Instead, I emphasize helping them refine their strongest contributions—turning A- work into A+—and giving them opportunities to lead in those areas, ultimately strengthening the entire team. People often feel the most passion and fulfillment in these areas of strength.

As strengths are mastered, greater autonomy becomes possible. This autonomy is built on trust that team members can own their work while contributing to the team. Daniel Pink’s autonomy, mastery, and purpose framework, outlined in his book Drive, highlights how these elements foster motivation and productivity. When individuals understand their purpose within an organization and in the broader context of their lives, they are better positioned to recognize and respect the purpose of others, reinforcing a culture of shared dignity.

With this perspective, I approach my work with gratitude. I respect the strengths of those around me and dignify their contributions by granting them autonomy anchored in a clear and meaningful purpose.