Payson Hall writes that effective leadership boils down to a few common sense principles. In this article, he assembles twenty-one tips toward becoming (and remaining) an effective leader. Some of the tips include prioritizing, being transparent, and allowing honest mistakes.
Kent McDonald writes on how to manage business analysts without measuring them. You can do so if you view management as helping business analysts improve their skill sets while helping them be productive members of their team. If, however, you view business analysts as “resources,” you will more than likely find individual measurements quite useful.
Micheleen Merritt explains that as an agile coach, you need to take into account all of the participants of a team, not just the developers. If you aren’t acknowledging the quality assurance analysts, business analysts, and product owners, you aren’t coaching the whole team.
Leslie Sachs writes on how employees in many companies have essentially learned to no longer raise their concerns because there is no one willing to listen, and—even worse—they may have suffered consequences in the past for being the bearer of bad tidings. Leslie refers to this phenomenon as learned complacency.
Karen Favazza Spencer writes of the time her team members had to modernize and expand the capabilities of their legacy system. In this situation, Karen took on the role of ScrumMaster, implemented several helpful agile techniques, and empowered the team to share leadership of the project with management.
Shane Hastie and Johanna Rothman explain the challenges that come with distance, be it cultural, social, linguistic, temporal, or geographic. If you work to reinforce your collaboration habits every day, your geographically distributed agile team will thank you.
Everyone wants to be helpful, and that includes managers, middle managers, and senior managers. But the more managers interfere with a team’s growth, the less a team learns how to perform. Managers do not have to solve a team’s problems.
The longer a manager has been away from technical work, the less the manager still knows the technical details. And—as we all know—for software, the details matter. If you have a manager who insinuates himself into your work, ask that manager what he wants. As long as managers trust in their project teams, and as long as those project teams work to earn trust, both sides can work together.
When you force people to timebox their work to just the workday, they start making choices about the work they do and don’t do. They stop doing time-wasting work. They start doing useful work, and they start collaborating. But, only if you stop interfering.
Managers are people, too. They have bad-manager days. And, even on good-manager days, they can show doubt, weakness, and uncertainty. They can be vulnerable. Managers are not omnipotent. That’s why it’s critical for a manager to admit a mistake immediately.