Until a certain point in your career you’re likely to be told the strategy for your company. If you need guidance, you’re able to look up to the people above you.

As leaders in technology, we’re problem-solvers. We’re practiced in having good answers, and we are often promoted based on our ability to provide the “right answers” – solutions to business problems. But what about asking the “right questions”?

At the core of an engineering managers’ role is the responsibility to ensure the happiness of your teams. As a leader, you’re expected to shield your teams from outside noise and create a stable environment for work – but what happens when there are situations too big for you to resolve?

As unprecedented situations occur, as a company it is your duty to ensure the safety of your employees. As such, you’ve made the decision to work remotely; you’ve made sure everyone’s safe and that they can connect to your systems. Their Instant Bloomberg (IB) dots are green.

In January, news reports began to emerge of Coronavirus. The news was shocking, upsetting, and evidently very serious. But while we watched the news anxiously, we were still weeks away from understanding just how frightening the chain of events would be, and how they would impact our working lives.

The COVID-19 pandemic has probably made many of us view our Business Continuity Management approach quite differently to how we might have 6 months ago.