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You're highlighting this taken extreme levels where people are able to chop between what they are doing, which what Enron used to do to pretty disastrous effect
by cmdkeen 11y ago
You're highlighting this taken extreme levels where people are able to chop between what they are doing, which what Enron used to do to pretty disastrous effects.
This reads much more about people remaining in their teams, on their projects but not being micromanaged. It should tie nicely into Scrum retrospectives (as an example) where people bring things up versus just staying silent.
It's a really good example that leadership is something that everyone has an opportunity to exercise, not just management, and that in most companies leadership is very rarely exercised merely a job title.
- happywolf 11y agoScrum retrospectives will no doubt help to address voids in work flow, product, or technology. However this seldom make one as manager. In fact, very likely once good programmers done all the work, some jokers (within the team or otherwise) will jump out and grab the credits by sending out emails, then the joker is promoted. This is the initial stage of what I described in my previous post. Again, you need technical strong managers to see through the mist, but sadly, these managers are rare (at least in my industry).