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> I do actually want my opinions, ideas and preferences to be heard. If I think that I am not being heard, I prefer to change the team so that I am heard. I th

> I do actually want my opinions, ideas and preferences to be heard. If I think that I am not being heard, I prefer to change the team so that I am heard. I think this is a valid expectation. At the same time, it can lead to conflict and confusion if not itself managed effectively. One thing we've done with our team that I think has addressed this pretty well is RFCs (Request for Comments). This is mainly for team practice stuff but also can address important technical questions. We use a Trello board where anyone on the team can add a card and then team members can comment on cards. Team leads then review the board in a 30-min meeting every couple weeks to make sure cards get acted on or otherwise resolved to everyone's satisfaction. Each RFC card is also assigned an owner from the team, a practical example I suppose of everyone being a leader.

watwut 7y ago
The scheme described in the article does much more. It gives you not just ability to express yourself on card, but also ability to make decisions in limited area and have responsibility for them. I don't think being assigned task or issue is same as "being leader". In article it is more about subprojects themselves having responsible people - and people having responsibility for subprojects. So there is not one team leader responsible for everything, but various people responsible for their smaller parts and changing teams. It is not about everyone agreeing with everything and having all they want. It is much more about autonomy and accountability - which are the core motivators in normal people management theory and there is not reason to think IT people are so different that they don't need them.