How to Help Your Lead Not to Mess Up
This article has been translated from its original publication at https://habr.com/ru/companies/dododev/articles/726028/
Hello everyone, my name is Veronica, and I am Head of Developer Relations at Dodo Engineering. With over 7 years of experience working in the IT industry, I have encountered numerous instances of managerial mistakes made by leaders at all levels: from beginners to highly experienced directors, involving aspects such as hiring, firing, and even quitting. Admittedly, I have also made a few mistakes myself. However, I firmly believe that many of these managerial failures can be prevented early on, and I have witnessed teams successfully assisting their leads to avoid such pitfalls. In this article, I have compiled nine real-life stories from various development teams, including my own experiences, highlighting the signs of impending manager failures. Each story also provides recommendations for subordinates on how to prevent a catastrophic project collapse.
Now, you might argue, "Well, prevention is not always necessary, and ultimately, it's not your responsibility”. There are different ways to deal with a struggling manager. You can simply observe the project, product, team, or manager self-destruct with a certain level of satisfaction. In fact, there are articles and reports dedicated to this very topic. Alternatively, you can choose to escape from an underperforming manager. However, these approaches can be stressful, time-consuming, and, frankly speaking, offer no guaranteed outcome. The new manager, project, or team may turn out to be even less satisfying.
Alternatively, you can make an effort to assist. In general, everyone makes mistakes. However, since you are already working alongside the problematic manager, you can try to rectify the situation collectively. Give the manager an opportunity, as you have already become somewhat accustomed to working together. The outcome with a new manager or a different team is uncertain. At least with the current manager, you have some level of familiarity to build upon.
I propose analyzing nine situations that will assist you in identifying potential pitfalls. For each situation, there will be a clue on how to avoid such missteps.
Author's note: In all situations, the terms "lead," "team leader," "manager," "supervisor," and other synonymous terms are considered equivalent. They refer to a peer-level manager in any subject area and at any level, whether it's a team of just two individuals or a team of thirty.
Case #1: The lead does everything themselves
Let's examine the first scenario. John, the team leader of a large team, is a former developer who recently transitioned into a management position. However, he frequently takes on tasks that the team members are capable of handling themselves. For instance, he might say, "Since you can't keep up, I'll take care of this task," or "Let me handle it; it will be faster."
In such a situation, there is a high likelihood that John will lose his sense of balance, resulting in potential problems. When John assumed the role of team leader, it wasn't to continue writing code; his responsibilities involve nurturing the growth of team members, establishing efficient processes, and resolving conflicts and overlapping tasks. If he engages in other tasks, it's unlikely due to having an abundance of free time. Development-related tasks simply feel more familiar and enjoyable to him than the new managerial responsibilities, leading him to find comfort in them or procrastinate on his managerial duties.
As a consequence, John's effectiveness as a lead may decline. Moreover, by taking away tasks from team members, he also deprives them of the opportunity to achieve tangible results. For instance, if John single-handedly handles all the architectural work, the team members won't have a chance to showcase their abilities and earn a well-deserved salary increase. Additionally, if John exceeds his workload capacity by taking on more than 100% of the tasks, he will inevitably become overloaded, leading to heightened stress levels and further complications—a topic I'll address in other situations.
What can you do?
First and foremost, it's crucial to halt the habit of task hijacking. Instead, encourage open communication by saying, "Instead of you doing it, why don't you share your idea with me, and I'll handle the execution and demonstrate the results? Is that okay?"
Secondly, the team can propose that John exclusively focus on his leadership role for a specific period, such as a sprint or two. This approach allows for a team-wide experiment where the impact can be assessed collectively. By establishing clear metrics, measuring them before and after the experiment, and conducting a retrospective, valuable insights can be gained.
Thirdly, if certain tasks are still necessary (e.g., in a small team with limited resources), it's essential to agree upon which tasks cannot be taken away. The agreement can revolve around specific task types, areas of focus, or scale, depending on the interests and goals of both individuals and the company as a whole. Remember, one of John's responsibilities is to foster the growth of each team member, and the team will flourish collectively over time. Your Junior will never reach his full potential if his team leader continually undertakes tasks that should be delegated amongst the Junior-to-Middle team, while neglecting his own growth opportunities.
Case #2: The mysterious team lead
Let's delve into the second scenario. Our team leader's name is Sarah, and while you and your team are hard at work, it remains unclear what she spends her days doing. Sarah attends various meetings, creates presentations, shuffles cards on the Jira-board, and occasionally checks in on progress during sprints.
While this form of interaction may have some validity, especially if you are personally satisfied with it, the situation is less than ideal. At the very least, it fosters a negative perception of the leader, which can lead to a complete loss of trust.
In this situation, there is a risk that Sarah's endless meetings may result in surprising agreements with management that affect you or the team negatively. Sarah may end up making unrealistic promises or assigning vague and poorly thought-out tasks to the team.
What you should avoid in this situation is jumping to conclusions. It is possible that Sarah is indeed engaged in valuable activities during her meetings, such as advocating for deadlines and setting boundaries for the team. She may be doing an excellent job that deserves support. However, if the current situation persists, you won't know that until you ask.
So, go ahead and ask! Amidst the whirlwind of tasks, leaders often forget to communicate what they are doing and how they are contributing in general. Honestly, most people aren't particularly interested in knowing. Therefore, Sarah will appreciate your curiosity. You can schedule regular calls or suggest changes to existing meetings to create opportunities for Sarah to share updates. Each "thank you" to Sarah for providing insider information from management meetings will reinforce her commitment to timely communication.
Case #3: The supposedly discussed tasks
Now let's explore situation three. Meet Dmitri, with whom you have supposedly already discussed everything. At least, that's what he claims when introducing a new task or discussing sudden comments on an old one. However, you have no recollection of these discussions. You point this out to him once, twice, but nothing changes. So now you simply nod and say, "Yes, we have discussed it."
In general, this situation indicates that Dmitri forgets to communicate with you about your tasks. He may be discussing them with someone else, perhaps multiple times. However, he becomes confused about the context and fails to realize that he hasn't discussed the matter with the actual executor—you.
The outcome of this story can be straightforward: either you lose sight of the purpose behind your actions, or you end up doing the wrong thing and endure the agony of redoing it. Consequently, your work will be evaluated poorly, with accusations of being incorrect or not meeting the required criteria. However, this issue revolves around the communication between you and Dmitri, and as a participant in that communication, you can certainly address and rectify it.
What can you do?
Initially, determine whether this is a widespread issue. Perhaps you are the only one facing this problem, in which case you should seek a personal solution through one-on-one meetings. On the other hand, if there are others experiencing similar challenges, you need to explore process-oriented solutions that immerse everyone in the context in a timely manner. It's unreasonable to expect Dmitri to understand and solve everything on his own, given the existing situation. It would be better for you or the entire team to propose a solution. For instance, you could suggest being included in meetings with project stakeholders, allowing you to provide direct input and reduce misunderstandings that arise from playing a game of broken telephone.
Case #4: The lead is highly stressed
Now let's discuss Frieda, the head of the department, who becomes extremely agitated and tense in meetings. She responds sharply, as if she's ready to attack, and her behavior is generally unusual compared to how she used to be.
Is this a problem? Or should we assume that Frieda will naturally calm down on her own if we give her some time to cool off?
In most cases, this is indeed a problem. We cannot simply rely on the hope that Frieda will miraculously calm down in a few days; the situation seems too intense. If left unaddressed, it can lead to impulsive decisions, a negative atmosphere affecting everyone, and even Frieda's potential dismissal. Moreover, this situation will inevitably cause additional disruptions within the team and increase concerns for everyone involved.
What can you do?
Once again, the solution lies in open communication. It's evident that Frieda is not feeling well and is going through a tough time, possibly due to work-related issues or personal problems. It's important to find out what is bothering her so much. If there are any ways the team can assist or alleviate her burden, offer your support. Suggest that Frieda take a day off to recharge and address any personal matters. Additionally, provide constructive feedback to highlight her strengths and commend her for the positive aspects of her work. A kind word and understanding can be highly supportive in such situations.
Case #5: A task out of thin air
Let's discuss another situation that often arises: receiving tasks out of the blue. It's a case where you regularly find out about tasks assigned to other people on or near your team, seemingly at random. These tasks come as a complete surprise to you, even if they directly impact your work, are related to your tasks, or even contradict the work you're currently doing. Even when you receive a review, it can still catch you off guard, leading to conflicts during the release process.
The risk in such a situation is that you might end up working on conflicting or highly interdependent tasks in parallel. As a result, progress slows down, conflicts escalate, and interpersonal relationships suffer.
There is a possibility that the issue lies not only with your team leader but also with your teammates or a breakdown in communication between team members. Regardless of the cause, it is crucial to address this issue and find a resolution.
As a first step, it's important to assess the extent of the problem. If this information bubble occurs around you and is limited to specific instances or a particular epic, you can approach individual team members with whom it happens and establish regular communication to prevent similar occurrences. However, if the issue is more widespread and not easily resolved on an ad hoc basis, it is advisable to discuss it as a team and collectively seek a solution.
During the team discussion, address questions such as where the breakdown in communication occurs, how to prevent it in the future, and determine the actions, responsibilities, and timeline for rebuilding effective communication. By working together, you can overcome this challenge and establish clearer lines of communication within the team.
Case #6: Interference from a higher supervisor bypassing your lead
In this scenario, CTO Oleg consistently bypasses your lead, Alexander, and directly approaches you. Oleg seeks information about task statuses or questions why certain things are functioning a certain way. This situation is both distracting and unsettling, as it creates anxiety about receiving messages from Oleg, even on Friday nights. You haven't discussed this working format with your lead, and you're unsure why it's happening.
It appears that your lead is engaging in micromanagement in an unusual manner and encroaching on someone else's area of responsibility. This can lead to various negative outcomes. You may become overwhelmed with tasks and requests that your lead is unaware of, resulting in unfinished work. Additionally, customer satisfaction may suffer if you receive more customers than you can handle. Moreover, conflicts may arise regarding priorities, who communicated what to whom, and why certain tasks took precedence over others.
What can you do?
In the first place, have a discussion with your lead. Determine if they recognize the same risks and discuss potential changes to improve the situation. If you both agree that something is amiss, establish a plan for how to handle future interactions with Oleg. For instance, one possible solution could be to respond to Oleg by suggesting a discussion with Alexander, prompting Alexander to engage in the conversation. If this initial approach doesn't resolve the issue, and Oleg continues to reach out to you directly, consider experimenting with different approaches to redirect Oleg's attention back to Alexander.
It's essential for Alexander and Oleg to have discussions to identify what Oleg requires for satisfaction. Oleg may need information about task statuses and a clear understanding of why certain deadlines are in place. These aspects can be addressed through regular meetings between Alexander and Oleg. If this proves insufficient, continue seeking solutions together as a team to effectively manage Oleg's expectations and establish appropriate communication channels.
Case #7: Lack of trust in the leader's experience
In this scenario, you find yourself working with a leader who consistently offers ineffective solutions, lacks understanding of the product, and demonstrates limited experience. You believe that there are clearly more competent individuals who could fill the leadership role. However, feeling powerless to make any changes, you continue to observe the situation unfold, occasionally becoming frustrated with your leader's incompetence.
Lack of trust is detrimental to your working relationship and undermines the quality of your work. Even if you believe you conceal your attitude well, it gradually erodes your motivation and negatively impacts your interactions with the leader and the team, leaving others to sense that something is amiss.
The situation could unfold in several ways: you may become completely disillusioned with the leader, leading to conflicts either between you and the leader or within the team. Alternatively, you might escalate the issue by approaching the leader's superior and demanding a replacement or a transfer to another team. However, such emotionally charged actions can backfire and harm your own reputation. Another possible outcome is that the leader, sensing your contemptuous attitude, decides to leave the project, resulting in an abrupt departure without proper knowledge transfer.
However, at this point, we hope that the situation has not escalated to such extremes and that you are merely experiencing initial frustration with the leader's lack of qualifications. What can you do at this stage to prevent yourself from succumbing to unfounded biases and continue with a sense of purpose?
Begin by exploring Anna's strengths and the reasons she was hired for the role. Engage in conversations with those involved in her hiring process, asking them abstract questions about why Anna was selected over other candidates. Additionally, have an open discussion with Anna herself, inquiring about her previous experience, how she joined the team, the challenges she faced during the interview process, and the questions asked.
It is uncommon for someone to be hired solely based on connections without possessing any relevant skills. It is highly likely that Anna possesses valuable qualities that have yet to be fully utilized in her work with you, or perhaps you have overlooked them. Approach the answers from those involved in her hiring process with an open mind and consider the impressions and thoughts they share. It could be that Anna excels in effectively conveying ideas to management, resulting in smooth operations for the team, despite her lack of technical expertise. It is essential to recognize these aspects that may be hidden from your perspective.
In the event that your colleagues' responses fail to convince you to trust Anna, the next step is to identify a situation where her claimed skills could manifest. If such a situation does not arise naturally, you can create one artificially. For instance, you could present a hypothetical scenario or share a challenge faced by a friend in their work and ask Anna for her advice on selling an idea or managing a budget when faced with resistance. Observe her response and assess whether it aligns with your expectations and builds confidence in her abilities.
Case #8: Lack of trust from the leader
Now let's discuss a situation involving an untrusting leader, whom we'll refer to as Max. In your interactions with Max, you constantly feel a sense of mistrust. Whenever you take on a responsible task, Max has already assigned it to someone else. He hovers over your work, eagerly inquiring about progress and deadlines, as if singling you out. However, you have done nothing to warrant this treatment.
If this situation remains unchanged, several outcomes are likely. Max's lack of trust and his unwillingness to advocate for your advancement may hinder your professional growth and development. Collaborating on meaningful projects together becomes unlikely. Eventually, you may find yourself contemplating leaving, possibly even being fired for subpar results, despite the misunderstanding or lack of information being the root cause.
What can you do?
The first step, albeit obvious, is to attempt to build trust. Express to Max that you sense a strained relationship and express your desire to address and improve it. Propose working together to clarify his expectations for your current and future tasks. What does Max want from you in terms of behavior, responsiveness, and actions? Share your own perspective and find areas of alignment.
It is likely that you can reach a middle ground and agree on a trial period, such as a week, a month, or two. During this time, make an effort to adjust your approach, and Max should gradually become less anxious. Seek regular feedback and engage in discussions to understand Max's viewpoint and priorities. Establish clear communication channels and agree on the next steps.
Even if substantial changes are not required, engaging in deeper conversations about your tasks and providing regular status updates can make a significant difference. Max will begin to see your motivation, willingness to learn and adapt, your commitment to keeping promises, and your openness to feedback and improvement. People who demonstrate these qualities are easier to trust and work with compared to those about whom Max knows very little.
By actively addressing the lack of trust and demonstrating your dedication, you have a greater chance of building a more positive and productive relationship with Max.
Case #9: Lack of positive feedback
Now let's discuss a situation involving a team leader named Arina, who rarely provides positive feedback. Despite her expertise in various areas, you can't recall the last time she genuinely praised your work. Instead, she actively comments on your tasks and results, consistently pointing out mistakes, suggesting corrections, and adding more to be done. The absence of simple words of appreciation or acknowledgement can be exhausting, as it feels like an endless cycle of improvement without any recognition.
The lack of positive feedback is a concerning issue. Over time, you and your team may develop a negative attitude towards Arina. It becomes harder to take her comments and improvement requests seriously, as they never seem to be enough. As a result, conflicts may arise within the team.
What can you do?
At first, clarify the extent of the issue. If it primarily affects you personally, it could be a matter of building trust with Arina. If it affects the entire team, it's possible that Arina struggles to see the positive aspects or effectively fulfill her role as a leader under stress. In that case, it may be worth addressing the situation as a team.
Regardless, you can start by seeking feedback on your work from Arina and the rest of the team. To avoid feeling singled out, consider establishing a feedback exchange practice within the team, where everyone provides feedback to one another. This can be done using frameworks such as Start-Stop-Continue, which includes a dedicated space for positive feedback. Implementing this team-wide approach not only boosts morale for those who have been lacking kind words but also serves as a reminder to Arina about the importance of providing positive feedback. Additionally, you can agree to make this feedback exchange a regular practice.
Bottom line
Throughout these scenarios, it is important to remember that you have the opportunity to not only support and guide your leader but also benefit yourself in the process.
It is not about tearing down the leader for their mistakes or taking the burden solely upon yourself. However, if you genuinely care about the success of the team and the project, you can make small efforts in the early stages of problems to prevent larger mistakes from occurring. I have witnessed individuals and teams successfully navigate these challenges, and there is no doubt that you can do the same.