Earlier quoted context omitted.
That works better in comic books than software. As an example, I have a coworker who is pretty good in terms of domain knowledge, and can push out work pretty fast, but he does things like write migrations that insert rows of data one at a time in a loop, or adds three layers of almost do-nothing wrapper functions around business logic that doesn't need to be abstracted. He's made a lot of useful contributions but th…
This reflects more poorly on your engineering leadership than your coworker imo. Where are the guardrails? Why aren't his migrations going through a pull request where you can review and say "this should be a batch insert?" If PRs are in place but nobody speaks up, why is the culture afraid of pointing these things out?
I’ve been that guy many times. Having to do my PR 3 separate times over the course of a week because of feedback. IMO each solution worked fine, and the feedback was also fine.
The trouble with explicit guidelines is it’ll make clear that your high-clout engineers are always breaking them.
The reality is some peoples time matters more. And ideas aren’t always better, it’s about reducing the mental workload of one person at the expense of another person.
There was a comment on previous thread about how they beautifully offered the autistic guy his own somewhat independent projects and he excelled. This is unthinkable in many places. It’s common to have the one high clout senior guy who wants to maintain clout but doesn’t have the mental resources to offer autonomy of the underlings. One can dream, though.