Leadership and development teams

When he can, a leader will explain to his subordinates the reasons for his orders. Not because he has to, but because he knows that people usually do a better job when they know why they’re doing it. In addition, the leader’s subordinates are then willing to follow orders that the leader can’t explain (usually due to time pressure or enforced secrecy) because they trust that he has good reasons.

The leader earns obedience through mutual trust and respect.

Leadership is about building and directing a team: a group of people who trust and respect each other, and work together towards a common goal. It’s also about giving team members the information and authority they need to get the job done, and then letting them do it. The person who insists on being involved in the minutiae of every team members’ job is no leader at all, but rather a meddler who kills morale and destroys the team’s performance.

The best leaders are those who appear to do nothing at all, but behind the scenes they’re getting the team members the information and access they need, and are clearing obstacles from the team’s path before the rest of the team members even know those obstacles exist.

A well-lead team can function without the leader for a surprisingly long time. If the leader has done his job, then his team’s way has been cleared of any looming obstacles, they have everything they need to complete their current tasks, and a good idea of what they’ll be doing next.

In short: the leader doesn’t do the work; he makes it possible for his team to do the work.

The above is as true for a programming team lead as it is for the leader of a military unit or a senior manager of a Fortune 500 company. The team’s jobs might be completely different, but the team leader’s job is essentially the same: create an environment that makes it possible for the team to get the job done, and then step back. Observe. Give encouragement and direction when necessary. But let the team members do the things they’ve been hired to do.

It’s been my experience that most software development teams do not have good leaders. It shows in missed release dates, high bug counts, frequent “hotfix” releases, team member dissatisfaction and flouting of imposed standards, and high levels of past-due technical debt. The result is bloated, crufty, unstable code characterized by tight coupling, low cohesion, quick fixes, special cases, and convoluted dependencies. All to the detriment of the product.

All too often, the “leader” of the team has upper management convinced that the type of software his team is building is somehow different, and those problems are unavoidable in the company’s particular case. He probably believes it himself. As long as management accepts that, they will continue to experience missed delivery dates and their users will continue to be unhappy.

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