10 mistakes easily made by ZZ software development team supervisor

10 Mistakes That Software Team Leads Make

This is a speech by Roy Osherove at Skills Matter. He introduced ten mistakes that team leaders often make and proposed some solutions.

Roy first raised several issues that team leaders may encounter:

1. How can I persuade my team to do something?
2. What should I do with the guy from the team who specializes in things?
3. How can I be a team leader?
4. Why can't we stay away from unnecessary quarrels?
5. Will I lose my friends?
6. ...

He said that these questions have actually been around him for many years, and he will answer them one by one. He is writing a book called the developer's note, which also covers these aspects.

The following describes the ten errors:

　　#1NoUnderstandingToTeamMaturity

This is the primary concern, because the questions mentioned later are about the maturity of the team. Roy said that the maturity of a flexible team can be evaluated from three levels.

1. Chaos
2. Learning
3. Self-Guidance

　　Chaos

A messy team is very busy. Maybe they are always fighting for fire, or they are always asked to do too many things at a very limited time. But the results are all the same: chaotic. No one is organized at any time, and no one has time to learn new knowledge, because they are always busy. If you ask me, this team is obviously not of high maturity. Because everyone is either exhausted or frustrated because of lack of opportunity to learn, and eventually good people will leave. However, Roy said that such chaos is very common, and I agree with it. If you are a leader in such a chaotic team, the secret is that you must be confident and strong in your actions.

　　When the ship is about to sinkHourWhat you need isSendingNumberCollarInstead of meeting.

Leaders in a chaotic team must stand firm and may have to make it clear to the leadership that the entire team cannot do everything they want. This is a difficult role. He must make hard decisions.

　　Management needs to be doneRight,Doing well is a very good thing.Difficult.

But why do you have to make these difficult decisions on your own as a team leader rather than discuss with the team? The answer is simple, because there is not enough time. By making these executive decisions on your own, you can leave some room for your team to breathe, maybe that is, to let them finish what they want. Of course, some of your decisions may be wrong. It doesn't matter. This is what life is like. But this is for the more important thing, that is, to make your team grow to another level of space, a learning team.

　　LearningXI

The maturity at this level is the sublimation of the self-management of the team, but the team members still need guidance. A team leader must constantly challenge and question his/her team members, or even learn lessons. The goal is to let the team members make progress every week and begin to learn how to solve their own problems.

　　So what do you do?

As a leader in a learning and growing team, you should let the team members learn to solve their own problems, but grow into a self-guided team. If a person comes to you with a good question, you should encourage them to find a solution and ask, "how do you deal with this problem ?" To force them to think.

　　Self-GuidanceExport

The third level of maturity is self-guided teams. This is where all of us want to go. In such a team, leaders are more like mentors. He doesn't need to make execution decisions for the team as he does in a chaotic team or tell people what to do. However, even in a self-guided team, team leaders still need at least 50% of the time on the team.

Therefore, the first mistake is that you cannot correctly understand the maturity of your team, and therefore cannot lead your team correctly. If you are a self-guided team, but they are still in a state of chaos, you will soon be wandering on a river like no paddles.

　　#2 fear of authorization

If you are often used to doing your own jobs, it is not easy to delegate your responsibilities to others, especially when you feel that others cannot do well.

　　If everyonePairAt present, I am very comfortable with all the things I have done.BattleOfHourWait, that's what you doPairOfHourWait.

When you want to authorize, you must have equal rights and responsibilities. These extra responsibilities will pull them out of the security zone. This is a good thing. Challenge your team and pull them out of the security zone to make them grow.

　　#3Fear of participation

This is generally because communication is not effective enough, but Roy has to go deeper.

　　#4SecurityFu

Public factor-what is this? Common elements refer to some common factors in the development process. In fact, some individuals have too much information. I have seen this situation in many places, whether it is a good project or a bad project. So I think this is normal. But Roy mentioned that you should not just placate these individuals because they have mastered a large amount of important project information. You should treat a person with a public factor of 1 (that is to say, if he is hit by a bus, the project goes down) like any other person. I really like the idea of defining a public element on people, because it reminds me of the theoretical value of separation by six degrees.

　　#5 Alienation

It should be said that too many meetings, emails, and other complicated matters need to be handled, which leads to a gap between the actual work of the entire team and eventually alienation. This is irrelevant to the six-degree separation theory.

　　#6 Too idealistic

I'm not sure if I agree with the term, but Roy means that everyone can understand what you mean, but you didn't actually clarify your point of view. I think the key to this is that when you get along with a group of people, especially for a flexible team, it is incorrect to assume that they have the same level of knowledge and understanding as you do. You should communicate in the most appropriate way, rather than making too many assumptions.

　　#7 Blame

If you think someone is spam, you will intentionally or unintentionally use this as an excuse to prevent him from participating in team affairs. There are always such spam people in this world, but all you have to do is understand their shortcomings and promote them to the level of the entire team, instead of alienating them, this means that you will always carry these heavy burdens.

　　#8 Ignoring the power of influencing behavioral factors

You must recognize the power of the behavioral factors that affect the individual and know how they affect the individual. There are three main behavioral factors:

• Individuals
• Group
• External Environment

All these factors will affect the success of a team. Therefore, you must find out if any factors are affecting the team agility. One of the factors in the external environment may be that the hardware is insufficient to support your needs. For example, if you do not have a budget to add a continuous integration server, you will almost never be able to become agile.

　　#9FearToo independent

Obviously, this is common in the UK and Norway, but not in Denmark. I bet you don't know. But it is said to be true. If you stand firm and reject anything you feel unacceptable. If you are in a chaotic team, you must be very independent. In a chaotic team, it is fatal to be afraid of disconnections.

　　#10Do not attach commitment

Fuzzy Words are used here. Roy said you should be responsible for the project term at any time. When you talk to the team, make sure they also tell you the specific completion time of each task. Obviously, let them make a commitment that they will complete the task more passionately. Roy suggested that when you finish the meeting, ask everyone what they are going to do next, and make sure that their reply is done before. However, anyone should only promise what can be done within his control. It makes no sense to promise something that someone else will do for you. Also, when you find that you cannot deliver the goods on time, let the whole team know that they may have a way to help you complete the task in time.

　　Questions and answers

The following questions and answers take a long time. I used the bullet form to summarize it, because the bullet style is very good.

• You need to recognize when you need to change the form of leadership-you must stop using a leader role in a disordered team to lead a Growth Team.
• There is no so-called chaotic and growing team. The two cannot coexist, but one team can switch from one form to another.
• Teams across different regions cannot be as good as teams in the same region. If this is the case, you have to change the reality.
• The agile team should be two Pizza teams. That is to say, only two Pizza teams can be fed.
• A good team has grown up, not hired.
• Scrum sometimes does not apply to teams in some chaotic mode.
• Team leaders and managers are actually not different if they are the same person. They can also be the same person.
• If your team is in a chaotic model, you should protect them from the project manager.

By Roy osherove