This article is top-notch and full of hard truths. I could see myself in all three types that it describes.
So, how about some honesty? What are you shielding your team from right now that perhaps you don’t need to? How can you be more candid and open about the messiness of the current situation at your workplace?
Side note: This is a brilliant book related to this topic: Radical Candor.
+1 this is an amazing book. The takeaway of being candid whilst showing that you care is a must for any quality practitioner IMO.
In terms of shielding my teams… hot take, I’m not. That’s not to say that I overload everyone with every single potential quality and process issue and risk; I’m being pragmatic and sharing what’s important, actionable and will have a meaningful impact.
But I don’t shield the teams who I’m working with because I want them to feel I’m a trusted advisor and source of information.
Touching on this in an article I’m putting together, but I agree this article is spot on. I’ve been all those.
It doesn’t seem like a big difference at the time but once you understand the difference between defending your team and supporting your team, it gives you such a strong purpose and direction as a leader. It’ll become your mission to help your team become capable to make those calls you’re very comfortable to make.
This article reminds me of so many events. Shielding the team to some extent works. I sometimes apply filters and try to share with the team so that they are aware of what’s happening around making sure that the original context remains the same. Few times I wait for the right time to reveal one by one so that the team is prepared slowly and digest. At the same time assuring that I am here with you so together we can work and achieve the goal. I believe this way they build confidence, learn and grow without losing trust in their leaders.
