As a manager define outputs, not process

Liz haz written a great post here describing a situation where the deployment team needed to learn for to leverage the development team to achieve a more effective rout out of development into QA and live environments.

The line that made me smile was -

Ask for consistent outputs, not consistent processes

This is a big leap for many managers and senior stake-holders. I worked with a team recently who had been told to do daily stand-up meetings. They were told that each must answer three questions (you know the three, what yesterday, what next and what’s blocking). The teams manager had a team member minute the meeting and send him an e-mail to save time.

I was asked to have a chat with the team about why they seemed unhappy with this new “agile” approach. The first step was to invite the manager to write a contract in terms of his information requirements and agree that so long as the team could fulfil the contract he would accept their approach.

A short retrospective later and the team are posting key information on a board for all including the manager to see, the minuting of the meeting has stopped and they have taken back their stand-up whic it turns out they quite liked now it could move faster without minuting.

So thanks for the reminder Liz and thanks for sharing.

Clipped from

Ask for consistent outputs, not consistent processes


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