Do not limit agile to engineering. When your entire organization adapts to the agile philosophies, you can react to changes easier and faster.
2. Strive for "pretty good"
As an agile organization, you’re constantly iterating your product. This means you always leave room for improvement. So, don't try to make everything perfect the first try - strive for "pretty good" and keep iterating!
3. Define your success metrics
In agile organizations, it's hard to track progress with numbers and arbitrary deadlines. You might have to customize your success metrics, so your team can see the value of their work.
Want to learn more about the perks and challenges of becoming an agile organization?
Check out the full article through the link below!
The number one trait of high-performance teams is psychological safety. If you can establish that within your company, it's easier for everyone to work together and build a high quality engineering product.
2. Evaluate objectively
It's hard to pinpoint what's going wrong in your company. Reflecting on how your teams operate, why they follow certain rituals and how they interact with each other is a good way to start.
The biggest takeaway from the pandemic is that people stick around at a company for the community. Your best bet to improve retention is to work on building a community.
2. Utilize hybrid teams
Take advantage of the time you spend in the office by prioritizing collaborative work. This makes collaboration more efficient and supports everyone in building relationships, strengthening your community. You can maximize focus time in the home office.
Everything we do goes through software. Lives constantly depend on software and by extension, engineers. This is plenty of reason to start thinking about a universal set of ethics and quality standards.
2. Own your responsibility
Machines can’t take responsibility for their malfunctions. It always has to be the people programming and supervising them. There is no place to deflect responsibility for the consequences of our work to our managers or our companies.
You’d think this goes without saying, but teams and companies often fall into the mindset of adjusting the work to their own preferences over the customer’s. Always keep your customer in mind.
2. Drive decision making down
The people in the frontline are closer to the customer than executive leadership, so they can often make better decisions regarding the frontline work. Empower them to do so, minimize executive involvement and watch productivity go way up.
Looking to put customer obsession into action? We bring you a case study from @minarets, VPE at @Mailchimp about doing just that via an engineering event.
Amazon made this a well-known company value. The idea is simple: prioritize the customer’s needs and experience, then work your way backwards through the product and the teams, all the way to yourself.
2. Getting buy-in from leadership
Selling your initiatives internally is a key part of a leadership job. When you’re planning a customer obsession event, the first people you need to involve are your cross-functional peers. Make sure they understand the goals.
A director's job is very different from a frontline manager. Many fail the transition, and it can take years to master the role even for those who succeed. Prepare by learning about the expectations and count on a bumpy journey.
2. Examine your motivations
Be honest with yourself about your motivation for getting this promotion. Chasing a paycheck or more control aren’t bad things, but they can lead to a negative mindset. However, the best motivation is looking to unlock more of your team’s potential.