Just factor it into your estimates and make it a requirement to the work. Don’t talk to managers as though it is some optional bit of work that can be done in isolation. If you do frequent refactoring before you start a feature then it does not add a load of time as it saves a bunch of time when adding the feature. And helps keep your code base cleaner over the longer term leading to fewer times you need to do larger refactors.
In my experience when showcasing at the end of a sprint it pays to leave the visuals very unpolished and focus on functionality. Even if it’s trivial to use a UI library or other standard components. I deliberately make it look basic to help management / uses accept “it’s working but needs polishing”. That polish might then be me spending 10% of time on neatening UI, and 90% of time refactoring / fixing tech debt.
It’s an ideal that’s only achievable when you’re able to set your own priorities.
Managers and executives generally don’t give two shits about yak shaving.
Just factor it into your estimates and make it a requirement to the work. Don’t talk to managers as though it is some optional bit of work that can be done in isolation. If you do frequent refactoring before you start a feature then it does not add a load of time as it saves a bunch of time when adding the feature. And helps keep your code base cleaner over the longer term leading to fewer times you need to do larger refactors.
In my experience when showcasing at the end of a sprint it pays to leave the visuals very unpolished and focus on functionality. Even if it’s trivial to use a UI library or other standard components. I deliberately make it look basic to help management / uses accept “it’s working but needs polishing”. That polish might then be me spending 10% of time on neatening UI, and 90% of time refactoring / fixing tech debt.