> 4. Be Clear About What Needs To Be Done
This is where it all goes wrong.
Your job is to make sure your team is clear about the task to be done. Yes, including the “what if…” questions. You don’t need to have the answer now, but you do need to respond helpfully to the questions.9 Once the team is clear about the task to be done, you can assign them to invent the approach, shape the details, and implement it.
At this point the manager is basically the dog-with-ball meme saying "no take, only throw"
Or in manager speak. "Look, just get the 'throw' done as quickly as possible, and you can suggest different ways of working in the retro. Or make a ticket for it. Do you want to make the 'take' ticket or should I?"
For example, if you just asked them to change the text on the “Login” button, and they’re talking about new libraries and rewriting the credential store, there’s a good chance your team didn’t understand what you told them.
Button text change? From a manager? I guess this article will calibrate your expectations such that you think you aren't micromanaging when you are.
(Also, the credential store needs to be changed because the passwords - including the manager's - are all in plaintext. But sure - it's the devs who don't understand you when the task is obviously just a text change.)
This is where it all goes wrong.
At this point the manager is basically the dog-with-ball meme saying "no take, only throw"Or in manager speak. "Look, just get the 'throw' done as quickly as possible, and you can suggest different ways of working in the retro. Or make a ticket for it. Do you want to make the 'take' ticket or should I?"
Button text change? From a manager? I guess this article will calibrate your expectations such that you think you aren't micromanaging when you are.(Also, the credential store needs to be changed because the passwords - including the manager's - are all in plaintext. But sure - it's the devs who don't understand you when the task is obviously just a text change.)