Conductor, Visionary and Cheerleader - Part 2: Visionary

Without doubt some of the key traits of a software development management, CTO or CIO
are that of:

• Conductor

• Visionary

• Cheerleader

Proverbs 29:18 - Where there is no vision, the people perish.

Any manager of a team needs to have a vision for where to take that team and what it
would be like to get there. As managers we need to grow in trusting our inner sense of
direction and in being courageous in acting on our revelations. It could be that for a while
we need to check our vision with those around us or even better those ahead of us but once
we ‘feel’ and ‘see’ that picture clearly before us we need then to act on it. If we can create
clear specific achievable goals for our teams that they can and do follow then we move on
from being Visionaries to Visionary Leaders.

In thinking for a moment about the characteristics and qualities of someone we would class
as a visionary leader – perhaps Steve Jobs or Nelson Mandela, we discover that there is an
element of the spiritual and emotional about this person as well as the core values that
have come together in creating an alluring charismatic quality that people have followed.

Without this enigmatic blend it would not have been possible to manifest their vision. A
visionary leader begins to embody their core values in a way that becomes very clear to
those around them, there is a sharp sense of commitment and integrity that energetically
radiate from those persons, a sense of urgency and vitality that touch on the spiritual. I
think that these visionary leaders start to “…be the change that they want to see in others”
to paraphrase the great Mahatma Gandhi.

Visionary leaders grasp the need to build up others and empower them to share the dream,
because of this they tend to treat others with care and respect realising that domination
is not the way but inspiration. There is a great sense of reward in seeing others grasp our
vision and make it their own. Team spirit, morale and ownership are highly prized stemming
from their desire to share and partner with those whom they work. This too in and of itself
reciprocates greater loyalty and trust from their team, if you know that the one leading you
cares you follow trustingly.

Visionary leaders are powered by transforming their surroundings and constantly striving
for change for the purpose of improvement.

Can a Software Development Manager be Scrum Master?

Recently I've been fulfilling the role of both Development Manager and Scrum Master in an Agile team and felt the need to blog about my experience - partly so that I wouldn't forget.

Ideally we know that your Dev Manager (Resource, Technical Quality, People Developer) manager should not be your Scum Master though at times due to resourcing needs and or other reasons the need may necessitate. In these circumstance it is important that the the right cultural tone is set, in our case I felt the need to ask one of the team to take on an additional role of  an 'Agile Conscience'. Where they could remind myself and the team of areas that we were slipping in - the team are of course encouraged to grow their own 'consciences' in this and other matters.

It was very subtle at times how there were certain dichotomies that the twin role posed for example issues could arise where it is not clear for the team as to who to go to for a quality concern that could impact the sprint. Greater care and emphasis needed to be made to ensure that the team was comfortable in bringing forth impediments to the Scrum Master/ Dev Manager that they may have been more reluctant to do as the Dev manager is filling this role as well. Team members also need to have a person they can rely on to understand their individual role, expertise and development - and how that fits into an agile team and the day to day of Sprints - the Dev Manager should be that person.

The Dev Manager fills a critical role – especially with a team that is new to Agile, in that they would lead the team through a change in the way a project is delivered - educating, informing and preaching the Agile approach. At times bridging the gap between management and Agile, perhaps there is an analysis gap or an education piece in making and empowering product owners etc...This is more possible as they would work very closely with Project and Product management on upcoming projects, they would be part of the discussions on the broader roadmap as well as ensuring the right skill sets are available when needed. Additionally, Dev managers should be pushing the team to follow development best practices around unit testing, pair programming, code reviews, continuous deployment etc... these are different goals in the short term to an Agile Scrum Master whose focus is the delivery and removal of empediments to the current sprint.

On a slighter note, though thinking about it it is quite important, the Scrum Master needs to be on the ball, minute by minute atuned to impediments or issues that may arise whereas the Development Manager should also give time to seeing things at a slightly higher level ie. where are there major inefficiencies in the team or the business where we can make a marked difference etc...

I hope this stimulates a discussion between us - please post your comments below.

Thanks

Conductor, Visionary and Cheerleader - Part 1: Conductor

Without doubt some of the key traits of software development management are that of:

• Conductor

• Visionary

• Cheerleader

...amongst many others, as development managers I know this sounds egotistical and self
promotionalist, but nevertheless I'll be bold and arrogant enough to continue what I believe
to be some of the key traits.

As a conductor - our role also depends on our ability to trust our sense of reading others
and seeing if they will fit in within the makeup of the team. If you find you've inherited a
team of prima donna's, that exhibit signs that they believe they alone know what the right
way to do things is and that all others are 'lesser beings' .... you may know the type...Well
then if and when you get an opportunity to hire into that team (only a question of time as
prima donna's will tend to jump ship often in their careers as opposed to transforming the
environment their in), you would need to hire someone that is both capable and yet not
arrogant. You'll know and sense where the sound of your team sounds too harsh or too soft,
too slow and listless or too energetic and chaotic, too inexperienced or too sure of
themselves that the basics are often neglected. As the conductor you must have the
courage to change and improve that unity. Courage also to resist the onslaught of reason
and pressure that requires you to hire quickly to fill the gap - if you don't you'll keep
performing at below par and waste money. Stay calm and stick to your convictions, its
better to hire the right person, someone that fits into the gaps of your team and
additionally someone you like and see yourself getting on with. Your ability to consistently
pick the right people and blend them into your existing team is one of your most important
traits.

A conductor also knows and trusts his musicians after all they are the ones producing the
melodies. Our job is to constantly develop and challenge them to achieve better - while
searching and discovering their own ideas about how their environment could be improved.
In showing that we really care, listening and making a real improvement to their
surroundings we enhance the ability we have to form effective teams. Some of the greatest
rewards of our role is seeing the improvement that people have undergone with our help
and how productive and united they have become.