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There's nothing like a good story — especially if it's
TRUE!
Everyone loves a good story, but a story is even better when it has a point
— a lesson of real value that strikes a chord with you.
Throughout the Technical Leadership Online Resource Center™
you'll find stories and examples from The Techie Leadership Coach and other
industry professionals. These stories are true...the names have been changed, of course,
to "protect the innocent" (and the guilty).
Here's a sample...
"Throw It Over the Wall" Syndrome
Josh, a manager for a very creative software development team, is
growing concerned over the high number of complaints and error reports coming back
to his department from Quality Assurance, Applications Engineering, and clients.
Upon review, he finds that, although the reported problems vary as to nature and
severity, the root cause of most of the complaints can be traced back to poor
documentation and/or lack of adequate regression testing. Josh has also
noted that the relationships between his group and others have become
more strained than usual lately.
Josh lays out the problem at the next team meeting and tells his people
that this disturbing trend must change. Team members are subdued upon hearing this and,
in some cases, defensive. As one engineer puts it, "Granted we could be a little
more careful, but what do [they/you] expect when we're being asked to
churn out revisions at such a break-neck pace?" Another engineer pipes up
with, "Why can't QA find these issues before the code is released? After
all, isn't that their job?" Josh realizes that he is facing a very
unsympathetic audience with his concerns. Josh's team
has a serious case of "Throw it over the wall" syndrome.
Clearly, given prevailing attitudes within the team, simply berating
the team and demanding that they improve their performance (or else) will
provide little incentive to improve, and will likely incite further rebellion within
the ranks. Josh would be well advised to remember, first and foremost, that
"throw it over the wall" syndrome is a cultural malady that has
become ingrained over time and will take time and careful facilitation to remedy.
Josh could start by clarifying the intended role of each functional area
in contributing to the release cycle. This ensures that everyone is on the same page
regarding function, tasks, and expectations. His next logical step might be
to encourage the team to discuss what steps could be taken to improve the situation.
However, this would be a mistake. Josh has yet to deal with the Human Factor in
this discussion.
So, before diving straight into ways and means, he must help his
team members examine, recognize, and acknowledge why they hold the viewpoints they do
as well as their individual and collective reactions to the complaints.
In addition, they must discuss and come to realize for themselves the very real impact
of their current development and maintenance approach on processes and other people
(especially those outside their immediate group).
The latter dialogue may be improved when representatives of
the other groups involved are included in a moderated discussion, as long as the
discussion is facilitated with ground rules in place to discourage accusations and
infighting. Such an open discussion of perspectives and
reactions (feelings), rather than leaving Josh's group to surmise them, will
promote both understanding and improved communication. Only then can any discussion
of ways and means yield a productive attitude adjustment and approach with lasting
positive impact...
Examples, such as this one from the software industry, provide members
who consult the TechLORC™ with a firmer grasp of leadership concepts as they pertain to
a technical environment. They provide context and address recognizable
issues facing techie leaders. This is important in promoting understanding and, in
some cases, providing rough templates/guidelines for handling situations. Of course,
we're always on the look-out for more "war stories" that will exemplify
important concepts (for better or worse).
So, why not give TechLORC™ membership a try.
You're likely to find and benefit from stories with which you can empathize and
could, in turn, help
other techie leaders by relating a few of your own.
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