You're halfway through coding a new feature when a question halts your progress: Why exactly are we building this? As you pore over lines of code, the rationale becomes muddier, not clearer.
Doubt creeps in as you consider the feature's vague alignment with the project's broader goals. The more you reflect, the more the task seems devoid of purpose, transforming your struggle from a simple quest for understanding to a search for meaning and purpose in your work.
Questions like "Does this actually matter?" and "How will we know if it works?" begin to cloud your enthusiasm.
But the fear of stepping on toes or challenging your team’s foresight holds you back. How do you voice these concerns without sounding critical?
Asking "Why?" is crucial — not only for personal clarity and fulfillment, but also for aligning the team's efforts with the overarching business goals. It ensures that every line of code contributes to a well-defined purpose, boosting both motivation and outcome.
During a recent weekly Hangout — an open forum for Test Double employees to connect or exchange ideas — this scenario came up.
Here are some practical tips our product management team shared on how to approach the conversation in a constructive and empathetic way that doesn't put someone on the defensive.
Leverage your product manager
Product managers should be your biggest ally in bridging the gap between technical execution and business strategy.
They are the ones who identify the customer need and the larger business objective, serve as a cross-functional liaison, and ensure the product hits its intended success metrics.
“If you don't see: Who is this user? What is the outcome we're trying to achieve? What problem are we solving here? Your product manager is not doing their job correctly,” said David Lewis, a senior product manager and former developer. “So bring those questions to us to help you do your job, because that really falls to us.”
Build bridges before questioning
Starting the conversation with recognition of your team's efforts sets a positive tone and underscores your respect for their work. If possible, begin with an acknowledgment that reflects your appreciation for the existing strategy, planning or communication.
For example, you might say: "I see the rationale behind this approach and appreciate the thought that’s gone into it. Could we explore if there’s an even more efficient way to achieve our goals?"
This approach often opens up a space for dialogue without putting anyone on the defensive.
Cultivate clarity
Approach the conversation with a genuine desire for clarity, and assume that every decision has layers of insight that have not yet been fully explored in team discussions. This mindset fosters a more collaborative and transparent work environment.
It’s useful to ask for examples of what success (or failure) looks like to the end user, said Shawn Leitner, a senior product manager and former software engineer.
"How would our customers use this?” he suggested asking. “If you know the ideal customer profiles, you could specifically ask how Customer A or B would use this and why?"
Focus on goals and outcomes
Ask questions that prompt reflection on the outcomes and align team efforts with larger objectives. It’s a great practice to regularly reassess how each task contributes to the agreed-upon goals to ensure cohesion.
Senior product management consultant Michael Toland suggests asking in a simple and direct way: "What's the criteria for success, and what business problem will this solve?"
Better yet, ask your product manager to tell the story of success or failure.
“People don't care about the bullet points of data metrics,” Toland said. “They want you to tell them a story that inspires them about if we make this change, this is what the better world looks like – or this is the bad thing that happens if we don’t fix it.”
Offer alternatives the constructive way
When suggesting alternatives, start by validating the current approach or acknowledging the work already done.
A simple affirmation like, "I appreciate the strengths of our current strategy. Could we also consider an alternative that might achieve our goals more efficiently?" can set a positive tone and encourage open-mindedness.
Next, whenever possible, introduce your ideas not as replacements for a bad idea, but enhancements or options to be considered alongside existing plans. Suggesting alternatives without dismissing the initial plan invites constructive feedback and collaborative problem-solving.
For example, you might say, "What if we also explored implementing X to enhance our outcome? It could offer X benefits without disrupting our current progress."
Chat with people who get it
Asking "Why?" is more than a question—it's a pathway to deeper engagement and more impactful software development. Turn uncertainty into opportunity by championing open and constructive conversations.
Join the conversation on N.E.A.T., where we dive deeper into these discussions.
