I'm a new engineering leader and I've noticed that one of my team members is always the go-to person for a specific module. How can I ensure that this doesn't become a problem for the team?

tmpt-me

Burrows Delta	Andrew Model
0.5852	0.9999

It's great that you're proactive about addressing this potential issue. When one team member becomes the sole expert on a module, it can create a single point of failure. To mitigate this, encourage knowledge sharing and collaboration within your team. You can start by organizing internal tech talks where the expert shares insights about the module with others. Additionally, consider implementing cross-training programs where team members rotate roles or pair up to work on different parts of the project. This not only broadens the team's skill set but also reduces dependency on a single individual. Lastly, ensure that comprehensive documentation is maintained so that knowledge is accessible to everyone, fostering a more resilient and adaptable team.

chatgpt

Burrows Delta	Andrew Model
0.3888	0.999

Great observation — this is a classic early signal of a knowledge silo, and tackling it early is one of the best things you can do as a new leader. Let’s walk through it with Addy Osmani’s mindset:

🧠 Why This Matters (through Addy’s lens):

While having a strong expert is valuable, a single point of knowledge or failure becomes a liability as the team grows. It affects velocity, bus factor, and psychological safety (“I don’t touch that — that’s X’s area”). One of the core jobs of tech leadership is to build resilient systems — and that includes the team structure itself.

✅ What You Can Do

Here’s a pragmatic and respectful approach:

1. Recognize and Celebrate the Expert

Start with gratitude. Acknowledge that this person has become a domain expert because of trust and contribution. Frame the next steps as amplifying their impact, not diminishing it.

“You’ve done an awesome job owning this module — and I’d love to scale your impact by helping others get up to speed with it.”

2. Create Redundancy Without Creating Red Tape

Encourage pair programming, documentation, and even module walkthroughs. Run a “tech deep dive Friday” or “reverse-shadowing” where other devs implement small changes under the expert’s guidance.

Tip: Use low-stakes changes (refactors, tests) as an onramp for others to gain context.

3. Establish a Rotation or "Championship" Model

Inspired by Addy’s champion-owner idea, you can rotate module responsibility quarterly. Each person becomes a temporary steward for a module, learning its internals and proposing improvements.

This also signals that ownership is a team concept, not a personal fiefdom.

4. Track Diffusion, Not Just Delivery

Use retros or team health surveys to measure how knowledge is spreading. Consider metrics like:

Number of PRs touched by non-experts in that area.
Bus factor improvements.
Confidence level across the team for that module.

5. Invest in “SOPs” and Self-Serve Docs

Encourage the expert to distill tribal knowledge into playbooks, design docs, or code walkthrough Looms. Not for the sake of bureaucracy — but for scale, onboarding, and autonomy.

As Addy would say: optimize for flow and clarity.

🚩 Watch Out For

The expert feeling threatened or underappreciated.
Others avoiding the module due to perceived complexity.
Docs that rot unless they’re part of the workflow (tie them to PRs or onboarding tasks).

👣 Next Steps

Run a 1:1 with the expert to align on intent.
Schedule a knowledge sharing session within the next sprint.
Encourage the expert to nominate a “co-pilot” for the next change in that module.

Would you like a template message to send to that team member, or maybe a sample rollout plan for your next sprint?

answers-v3

Burrows Delta	Andrew Model
0.6028	0.9976

Absolutely, this is a classic scenario that many engineering leaders encounter, and it’s great that you’re spotting it early. When a single team member becomes the “go-to” expert for a module, it can create a single point of failure and lead to knowledge silos—both of which can undermine your team’s resilience and long-term effectiveness. Here’s how I’d approach this, drawing on the principles and real-world strategies I’ve shared in Leading Effective Engineering Teams and recent leadership discussions :

Why This Is a Problem When one person holds all the knowledge about a module, several risks emerge:

Single Point of Failure: If that person is unavailable (vacation, illness, or leaves the company), progress can stall or critical issues may go unresolved. Knowledge Silos: Other team members miss out on learning opportunities, and the team’s collective problem-solving ability is diminished. Stunted Growth: The specialist may become overburdened, and others may not develop the skills or confidence to contribute meaningfully to that area. Team Dependency: Over-reliance on one person can lead to burnout and reduce overall team autonomy . Practical Steps to Distribute Knowledge and Reduce Risk Here’s a set of actionable strategies you can implement:

Encourage Cross-Training and Pair Programming Pair the module expert with other engineers on tasks, code reviews, or bug fixes related to the module. Rotate responsibilities so others get hands-on experience and context, not just theoretical knowledge .
Promote Documentation and Knowledge Sharing Ask the expert to document exceptional cases, FAQs, and the rationale behind key decisions in the module. Organize regular knowledge-sharing sessions or internal tech talks where the expert walks the team through the module’s architecture, common pitfalls, and best practices .
Foster a Culture of Collaboration Encourage open communication and a “no-blame” environment where team members feel safe to ask questions and admit what they don’t know. Reward teamwork and knowledge sharing, not just individual heroics .
Mentorship and Peer Learning Set up mentorship or buddy systems, pairing less experienced team members with the expert for onboarding or specific projects. Encourage the expert to delegate tasks and act as a reviewer, rather than the sole implementer .
Monitor and Adjust During one-on-ones, check in with both the expert and other team members about their learning goals and comfort level with the module. Nudge the expert to explore other areas of the codebase, broadening their own growth while making space for others to step up . Real-World Example On the Chrome team, we faced similar bottlenecks as our codebase grew. We broke down silos by instituting cross-training, rotating code ownership, and pairing junior engineers with veterans. This not only distributed expertise but also scaled our team’s capabilities without increasing headcount .

The Goal Aim for a “high bus factor”—meaning, if any one person were to leave, the project would continue smoothly. Ideally, every expert should have at least one or two backups who are 60–80% as knowledgeable as they are about the module .

Would you like to dive deeper into practical ways to run knowledge-sharing sessions, or perhaps explore how to motivate specialists to share their expertise? Let me know how you’d like to tailor these strategies to your team’s context.

basic-gpt3.5

Burrows Delta	Andrew Model
0.696	0.996

To ensure that relying too heavily on one team member for a specific module doesn't become a problem for the team, consider the following strategies:

Cross-training: Encourage the team member who is the go-to person for the module to share their knowledge and expertise with other team members. This can involve organizing training sessions, pair programming, or shadowing opportunities.
Rotation of responsibilities: Rotate the responsibilities for the specific module among team members to ensure that everyone has a chance to work on it and gain experience. This can help prevent burnout and promote a more collaborative team environment.
Documentation: Encourage the team member to document their work, processes, and best practices related to the module. This can help ensure that knowledge is shared and accessible to other team members.
Encourage collaboration: Foster a culture of collaboration within the team by encouraging open communication, sharing ideas, and working together on projects. This can help prevent silos of knowledge and promote a more cohesive team dynamic.
Recognize and reward contributions: Acknowledge the contributions of the team member who is the go-to person for the module, but also recognize the efforts of other team members who contribute to the project. This can help motivate team members and prevent resentment or feelings of being undervalued.

By implementing these strategies, you can help prevent over-reliance on one team member for a specific module and promote a more balanced and collaborative team environment.

openai-generated-prompt

Burrows Delta	Andrew Model
0.5749	0.9582

Hey there! It's great that you're thinking ahead about this. Having a single go-to person for a module can create bottlenecks and risks if that person becomes unavailable. Let's talk about how you can address this in a way that strengthens your team.

1. Encourage Knowledge Sharing: Start by fostering a culture of knowledge sharing. Pair programming, code reviews, and lunch-and-learn sessions are excellent ways to spread expertise. Encourage your team member to mentor others on the module. This not only distributes knowledge but also builds trust and collaboration.

2. Document Everything: Strong documentation is your friend here. Ensure that the module is well-documented, covering everything from architecture to common pitfalls. This will help others ramp up quickly and reduce dependency on a single person. Encourage your team to contribute to and maintain this documentation regularly.

3. Rotate Responsibilities: Consider rotating responsibilities within the team. This can be done gradually, allowing others to take ownership of parts of the module. It helps build redundancy and gives team members a chance to grow their skills.

4. Build Psychological Safety: Create an environment where team members feel safe to ask questions and make mistakes. This encourages learning and reduces the fear of stepping into unfamiliar territory. Psychological safety is key to effective collaboration and innovation.

5. Set Clear Expectations: Communicate your expectations clearly. Let your team know that you value shared ownership and are committed to reducing single points of failure. This sets the tone for a more resilient team structure.

6. Monitor and Adjust: Keep an eye on how these changes impact your team. Be open to feedback and ready to adjust your approach as needed. Continuous improvement is the goal.

By taking these steps, you'll not only mitigate the risk of having a single point of failure but also empower your team to be more versatile and resilient. Remember, the goal is to create a high-trust, low-ego environment where everyone can thrive. You've got this!

basic-gpt4o-mini

Burrows Delta	Andrew Model
0.582	0.8942

It's great that you're being proactive about this situation! Having a go-to person for a specific module can be beneficial in the short term, but it can also lead to several risks, such as knowledge silos, burnout, and dependency on a single individual. Here are some strategies to mitigate these risks and promote a more balanced team dynamic:

Encourage Knowledge Sharing: Create a culture where knowledge sharing is the norm. This can be done through regular team meetings, documentation practices, and pair programming. Encourage your go-to person to share their expertise through presentations or informal lunch-and-learns. This not only helps disseminate knowledge but also builds confidence in other team members.
Cross-Training: Implement a cross-training program where team members rotate responsibilities or work on different modules. This will help everyone gain a broader understanding of the system and reduce dependency on any single individual. It can also help team members discover new interests and strengths.
Documentation: Ensure that there is comprehensive documentation for the module. This should include architecture decisions, code comments, and user guides. Good documentation can serve as a reference for other team members and make it easier for them to step in when needed.
Mentorship and Pairing: Pair the go-to person with other team members for specific tasks or projects. This not only helps transfer knowledge but also fosters relationships within the team. It’s important that the go-to person feels supported and not overwhelmed by the responsibility.
Encourage Ownership: Empower other team members to take ownership of parts of the module. This could involve assigning specific tasks or features to different individuals, allowing them to become more familiar with the codebase and the module's intricacies.
Regular Check-Ins: Have regular one-on-ones with your team members to understand their workloads and feelings about their roles. This can help you identify if someone is feeling overwhelmed or if they have the capacity to take on more responsibility.
Recognize Contributions: Acknowledge and celebrate the contributions of all team members, not just the go-to person. This helps to create an inclusive environment where everyone feels valued and motivated to contribute.
Foster a Growth Mindset: Encourage a culture of continuous learning and improvement. This can be through training sessions, workshops, or access to online courses. When team members feel they are growing, they are more likely to step up and take on new challenges.

By implementing these strategies, you can help ensure that your team becomes more resilient and collaborative, reducing the risks associated with having a single point of knowledge. Remember, as a leader, your role is to empower your team and create an environment where everyone can thrive.

basic-gpt4o

Burrows Delta	Andrew Model
0.5487	0.5778

Congratulations on your new role as an engineering leader! It's great that you're already thinking about the long-term health and resilience of your team. Having a single go-to person for a specific module can indeed become a bottleneck and a risk if not managed properly. Here are some strategies to mitigate this issue:

Knowledge Sharing: Encourage the go-to person to share their knowledge with the rest of the team. This can be done through regular knowledge-sharing sessions, documentation, or pair programming. The goal is to distribute the expertise across the team.
Documentation: Ensure that the module is well-documented. This includes not only code comments but also higher-level documentation that explains the architecture, design decisions, and common pitfalls. This will help other team members understand the module more easily.
Cross-Training: Rotate team members through different parts of the codebase, including the module in question. This can be done through pair programming or by assigning different team members to work on tasks related to the module. Cross-training helps build redundancy and resilience in the team.
Mentorship: Encourage the go-to person to mentor other team members. This not only helps spread knowledge but also develops leadership skills in the go-to person and fosters a culture of collaboration and learning.
Encourage Collaboration: Foster a culture where team members feel comfortable asking questions and collaborating. This can help reduce the dependency on a single person and encourage a more team-oriented approach to problem-solving.
Identify and Develop Backups: Identify other team members who can serve as backups for the module. Provide them with opportunities to work on the module and gain the necessary expertise.
Regular Reviews: Conduct regular code and design reviews that involve multiple team members. This not only improves code quality but also ensures that more people are familiar with the module.
Recognize and Reward: Acknowledge the contributions of the go-to person and others who take the initiative to learn and share knowledge. Recognition can motivate team members to continue contributing to the team's success.

By implementing these strategies, you can help ensure that your team is more resilient and that knowledge is distributed more evenly. This will reduce the risk of bottlenecks and create a more collaborative and supportive team environment.

cl-gradio-pe1

Burrows Delta	Andrew Model
0.2782	0.4125

Ah, a classic scenario! You’re looking at a potential knowledge bottleneck. To avoid this becoming a single point of failure, emphasize knowledge distribution and team resilience. Encourage cross-training so others can learn that specific module. Regular knowledge-sharing sessions or tech talks can help, too. Pair programming is another great way for others to gain insights while strengthening collaboration. Think about implementing a rotation of responsibilities so your team doesn't rely heavily on one person. Mentorship can foster this exchange, ensuring expertise is more widely distributed. This approach helps in mitigating risks and keeps the team's capabilities balanced and scalable.