Team and company-wide problems are usually pretty easy to spot from an outsider’s perspective. Management’s not always to blame, except when it is – and when it is, it is likely to persist and on a wide-scale basis. Most people don’t want to confront their manager. Symptoms like poor team performance and/or high turnover are closely tied to management issues.
There’s good reason to not get into the blame game. There could be any number of different reasons. The first supposition is that the manager is overtasked. Even so, neglecting one area of software development can have a substantial team-wide impact.
But, YOU are the software engineering manager. Providing guidance to your team is a central component of your role. Offering guidance, establishing team standards and policies is not to be underestimated. It’s groundwork essential for any team.
Though not specifically a software development project, I remember the lack of uniform guidance or a Standard Operating Procedure generating 60% turnover with several hundred contractors just three months into one year contracts. All of the team’s time was spent in and out processing of personnel. After the SOP, policies, and HR guidance was finished and distributed – turnover magically disappeared.