A sustainable mindset in software engineering matters because software is still primarily built by humans, and we must prioritize their well-being, Marion Løken said at NDC Oslo. Integrating the team more deeply into discovery work, discussing feedback collectively, and fostering a culture of psychological safety, helped to engage her team and mitigate burnout.
A sustainable mindset in software engineering focuses on efficient resource use and thoughtful development practices, Løken said. Resources, in this context, include computational power, time, and human effort. This means both building the right things and building things right, she added.
Løken mentioned that an unsustainable workload, lack of control over delivery, and absence of fulfillment and reward can lead to burnout:
By fostering a sustainable mindset, we ensure that our teams are productive, motivated, and able to maintain a high standard of work over the long term.
Having a dual role as an engineering manager and product manager allowed Løken to utilize processes to their full potential:
I had a unique vantage point to rethink our processes to benefit both our products and our people.
One effective approach was integrating the team more deeply into discovery work and early prototyping with our customers. Typically, this involves just the PM and UX, but to create great products and enhance the team’s connection to their users and work, we involved the entire team, Løken said.
She prioritized discussing feedback collectively to ensure everyone felt invested and engaged. Their feedback sources included user testing, feedback forms in our tools, and input from internal teams in sales and marketing. This not only improved their products, but also helped mitigate burnout.
None of the changes we implemented would have been possible without psychological safety and the team taking full ownership, Løken said. Fostering a culture of psychological safety and trust, along with meaningful connections, requires deliberate effort. Understanding each other’s roles, values, and preferences is essential. This process takes time but can be accelerated through specific actions. Løken gave an example:
As a leader, I need to prove to the team that I mean what I preach and demonstrate support, acknowledge that mistakes are a part of the learning process, and remove barriers to speaking up. By modeling these behaviors, I aim to create an environment where everyone feels safe to express their ideas and concerns.
Over the past year, I’ve seen many people burn out, Løken said. While mental health discussions are becoming more open, burnout feels more prevalent now:
We’re not alone in facing the challenge of having more to do with fewer resources. The return to the office has also added to the workforce’s stress, making it more important than ever to build stress buffers.
Løken suggested taking time to rethink how to get things done in a smarter way rather than just pushing harder. Even if burnout isn’t a concern, this approach ensures a more sustainable and effective way of working, she concluded.
InfoQ interviewed Marion Løken about burnout and psychological safety.
InfoQ: What approach did you take to deal with potential burnout in the company?
Marion Løken: Burnout is a significant risk in our industry, characterized by feelings of exhaustion, low productivity, and disconnection from work. To combat this, we focused on three key parameters: control over workload, connection to the work, and recognition for achievements.
By implementing an OKR process, we ensured the team had clear expectations on what we would deliver and what we wouldn’t, preventing scope creep and workload overflow. While processes can often seem boring, when used correctly, they can be powerful tools. Discussing feedback collectively made tasks more meaningful, increasing motivation and engagement.
Recognizing the team’s efforts and successes through short internal articles about releases, sharing external feedback, and buying the team ice cream provided a sense of accomplishment and appreciation, essential for maintaining morale and long-term productivity.
InfoQ: What have you done to foster a culture of psychological safety and trust for your people?
Løken: We achieved this through both structured activities and informal interactions. Activities like a team canvas, talking about values in a workshop, and retrospectives helped us understand each other better. Additionally, we started playing short games once a week.
Play is an effective way of practising good habits—like giving feedback, embracing diverse perspectives, and maintaining a growth mindset—in a low-risk context. Over time, these practices became more natural in our work environment. This combination of structured and informal efforts helped build a strong foundation of psychological safety and trust within the team.