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> It's a sneaky trap, because you think "I'm making them so empowered!" but you're actually stressing them out and reducing their focus. As a head's up, the ev
by swatcoder 3y ago
> It's a sneaky trap, because you think "I'm making them so empowered!" but you're actually stressing them out and reducing their focus.
As a head's up, the even sneakier trap is that different team members thrive best with different approaches. Some people flail and fret without explicit, procedural direction and others are completely discouraged by it and do feel disempowered.
Rather than taking your lesson as the New Universal Rule, make sure to just add it to your toolbox while trying to learn how to discern who needs what. It's good that you're learning to work better with the people who need more explicit direction, but you're going to burn out managing a team where all of them need that all the time (and if you only practice one approach, you'll eventually get there: filtering down to only have those team members who do thrive by it)
- jt2190 3y ago> Some people flail and fret without explicit, procedural direction… Is this different from the “human command line” mode of operation that the grandparent mentioned?
- xeromal 3y agoTwo different points. He's saying not to be one of those but as a leader, you will have to lead those. Some people are just not great at interpreting context and your job will be to spoon feed it.
- rconti 3y agoYup. As a team lead, I fretted that I wasn't giving me one of my new team members enough hands-on time / direction. I'd sort of give him stuff with as much context as I had, meaning to follow up in a few days to see how things were going, but never got around to it. I later got feedback from my manager that my teammate really appreciated that I was giving him space to figure things out on his own rather than micro-managing him!
- 4star3star 3y agoI think I do my best work when it's something no one asked for in the first place. I also do great work when I have a good back-and-forth to clarify requirements until I know exactly what we're going for. Where I get discouraged is when I get half-baked requirements, carefully consider the problem and provide a best effort solution, then get clarification that would have been great to know up front, now requiring a re-think.