Steps to effective, inclusive cross-functional work by leading with clarity, curiosity, and generosity.
Some managers never get over high-touch, small-team management habits. Others forget the humans in their organization as they adopt a “scaled mindset.”
What we often call “resistance to change” is really resistance to bad or poorly considered change. The word “experiment” turns up a lot in these moments. ...
Once you make the shift from being a fixer who has all the answers to a leader who listens like they don’t know the answer, you can build trust with the people you want to help.
At the core of whatever we want to call this period of distributed work – hybrid-remote, distributed, new normal, post-lockdown – is a deep and essential need for more equitable and inclusive behavior in how we work and managers need to drive it.
Remembering some principles up front will help build a healthy and inclusive culture that not only gets things done, but keeps its eye on the needs of the technical organization by raising up new talent and creating a sense of belonging for everyone.
Hybrid-remote work requires more tools for asynchronous cooperation. RFCs provide a way to let people contribute without adding another meeting to a calendar, and they can help you become more clear about decisions.
Leaders often help best when they accept that they don’t know all the answers.
As organizations scale, roles and responsibilities shift and often become less clear. While DACI and similar frameworks can be a little intimidating, you can keep it simple and bring clarity to your team.