Building Blocks of Self-Managing Teams

Let's delve into the core aspects of effective self-managing teams. A self-managed team comprises individuals who take on the responsibility and accountability for most, if not all, facets of product creation or service delivery.

In traditional organizations, tasks are allocated based on employees' expertise or departmental roles. Conversely, self-managed teams not only handle technical responsibilities but also engage in planning, scheduling workflows, and managing absences. Leadership and technical duties are typically shared among team members.

While many organizations still assign goals to their teams, leaving them to determine how to achieve them, progressive companies like Zappos, Google, and Meta allow teams to set their own objectives. This elevates their accountability as they can directly influence strategic outcomes. Such autonomy fosters trust and results in highly motivated teams.

The Role of Leadership in Self-Managing Teams

It's crucial to recognize that leadership remains essential in self-managing teams. Although the manager's role evolves, individuals still require direction, support, and an external perspective.

This environment allows managers to truly listen to team needs, focusing on impactful processes while team members address routine challenges. For managers, this is an opportunity to embody servant leadership by removing obstacles that hinder team autonomy.

Moreover, team members are empowered to develop their leadership capabilities in ways that were previously unavailable. Being micromanaged can stifle creativity and innovation; however, when individuals can present their ideas and contribute to significant outcomes, motivation soars.

The Factory Mentality vs. Empowered Teams

Traditionally managed software development teams often treat employees like factory workers, dictating tasks, methods, timelines, and, occasionally, the rationale behind their work.

In contrast, individuals in product management and software development possess creativity and problem-solving skills that should be leveraged. Our work is inherently empirical; we learn what to do through experience. Who better to decide on tasks than those actively engaged in the work?

Harnessing the collective intelligence of the team rather than filtering all ideas through a single manager is the more effective approach. This method thrives when working with capable individuals in a mature team, resulting in completed projects and continuous growth—benefiting the organization significantly, as evidenced by companies like Google.

For those who adhere to traditional management styles, stay tuned for my upcoming article on the challenges faced by self-managing teams.

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