The first thing is people. Build trust and understand how to communicate and clear out expectations. Be organized. If you promised something, you need to deliver it. Take responsibility for your actions. Source(s): My Previous Manager Reply via email | Reply via Mastodon | Comment
What to do, especially when you don't know the domain and the tech stack? Building trust is tricky, but you might have an advantage. If you don't know the tech stack and the domain very well, you should not give suggestions immediately. You should ask questions as an outsider. This can make them realize things they...
The very first rule of building trust as a leader; do what you say, say what you do. Build authenticity. When you act differently than what you talk about, the people you are leading get confused. Confusion leads to frustration and conflicts between you and your employee. Trust is something like insurance; you have...
Be honest and admit when you don't know. Accept that the team consists of experts who know the work better than you. As long as they see that you are trying to get better at what you do and you're being empathetic towards the team you're managing, they will trust you. Be honest and open with the team. Reply via...
Understand what kind of trust the person wants to build. If the person needs more "personal relationship," ask them how their kids or cats are doing. If they are more inclined to task-based trust, care about their goals, what is important to them and how they define a successful relationship (e.g., if someone says...
If you want to give ownership, don't just preach and hope for the best. Implement mechanisms that will support ownership. People should be able to use these mechanisms to own their domain. Source(s): Turn the Ship Around; Reply via email | Reply via Mastodon | Comment
To be able to give someone autonomy and ownership, the person has to have the necessary technical capability. If they lack the skills, they will make wrong calls/judgments. Seeing training as increasing decision-making authority is a good way. It makes people first better at their job, and second, they start owning...
Meetings with managers are crucial for career development. We keep one shared document to prepare one-on-ones better. We fill this document during the week. Everyone writes down what they have in mind so we don't forget anything. We list achievements, things we ask for feedback and action items. The document is not...
Giving ownership to people and delegating the work is one of the greatest ways to empower people. I've grown in my career because my managers gave me the job and empowered me by making me the owner of the initiative, project, or piece of work. Once I owned it, I tried my best to do it well and finish it. After a...
There are people who always say I should've/could've/would've done this and didn't; it is all on me. If you are leading a person like this, as Sheela Heen calls them, blame absorbers, you have to take precautions. Otherwise, it leads to a toxic and unlearning environment. It's easy to fall into the trap of owning a...
Sharing status updates doesn't mean the team is collaborating. We need to organize our meetings to both communicate and collaborate. There can be certain meetings where we only communicate (such as daily stand-ups), but there must be someplace we collaborate (it doesn't have to be a meeting). Understanding what's...
Empowerment doesn't work without clarity and competence—empowerment results from a top-down structure. We need emancipation instead of empowerment. An emancipated team doesn't need empowerment. Because they don't need the power from the leader, when they have emancipation, they can act freely. Since they are...
