Bad leadership can be a game-changer, but not in the way you'd hope. It's a hidden saboteur, slowing down game development and causing all sorts of headaches. And here's the kicker: it's often overlooked!
In a recent survey, we asked developers why game development cycles have been stretching longer and longer. Surprisingly, many readers wanted to know why bad leadership wasn't part of the conversation. So, we delved deeper, and what we found was eye-opening.
It's not easy to define 'bad leadership' because it can look different in every studio. But we spoke to industry veterans who painted a picture of leadership nightmares that dragged out and sometimes doomed high-profile game projects. Their stories highlight why claims that AI or any tech will speed up development miss the mark. It's not just about having the fastest car; it's about having a stable, well-managed team.
So, what are the traits of poor leaders that slow down game development? Let's dive in and explore seven key characteristics.
1. Failing to Understand Realities of Game Development:
This is a big one. Some leaders don't grasp the nitty-gritty details of game development. They might approve content and then throw it out, or ask for features without understanding how to implement them. They might also need to see expensive, polished material early on to make decisions, which can be a waste of resources.
2. Poor Project Management:
Leaders with poor project management skills can set unrealistic timelines and not account for dependencies between different teams and departments. This can leave some teams idle while others are overwhelmed, creating an inefficient development process.
3. Failure to Trust Employees:
A lack of trust in employees can lead to unnecessary hurdles. Requiring sign-offs from too many leads or ignoring workers when they say a task is impossible can slow down progress. Laying off or retaliating against colleagues who speak up is another sign of poor leadership.
4. Disregarding Quality Assurance:
Ignoring warnings from the QA team about potential bugs can have dramatic consequences later on. These bugs might not be caught until the game is released, leading to costly hotfixes and lost time.
5. Treating Developers as Interchangeable:
Assuming that developers can easily switch between different genres without any issues is a mistake. Each genre has its own unique challenges, and developers need time to adapt. Not recognizing this can lead to unrealistic expectations and slow progress.
6. Slow Decision-Making:
Indecisive leaders can bring development to a standstill. Requiring approval from too many leads or taking months to make a decision can cause delays. This is especially true when leads hyper-focus on specific points and neglect to offer direction on features that affect multiple teams.
7. Providing Useless or Unclear Feedback:
Developers need clear and constructive feedback to improve. Vague or confusing feedback can leave them frustrated and unsure of how to proceed. This can lead to wasted time and effort, as developers work on features that may not align with the leader's vision.
These behaviors, often seen in project and studio leadership, can dramatically slow down game development. It's not just about the technical aspects; it's about creating an environment where developers can thrive and do their best work.
Now, here's the million-dollar question: when is bad leadership a structural problem, and when is it an individual issue? It's a complex question, but one that needs to be addressed. Power reveals a lot about a leader, and sometimes it's not pretty.
Some leaders, when given power, reveal themselves to be unworthy. They might abuse their position, create a toxic work environment, or even harass or discriminate against developers. These are the leaders who need to be weeded out, as they can cause significant harm to the industry.
So, what's the solution? Well, it's not AI. It's about listening to the people who actually make the games. Educating leaders on the impact of their decisions and the power they hold is crucial. It's about creating an environment where developers feel valued, trusted, and supported.
In the end, it's about finding leaders who understand the craft of game development and who are willing to empower their teams. Because at the end of the day, it's the people who make the games, not the technology.
