{"id":12238,"date":"2015-02-17T16:31:56","date_gmt":"2015-02-17T16:31:56","guid":{"rendered":"https:\/\/masabidev.wpengine.com\/news\/line-management-agile-teams\/"},"modified":"2015-02-18T10:27:52","modified_gmt":"2015-02-18T10:27:52","slug":"line-management-agile-teams","status":"publish","type":"post","link":"https:\/\/www.masabi.com\/es\/news\/line-management-agile-teams\/","title":{"rendered":"Line management in Agile Teams"},"content":{"rendered":"
Line management is currently on my mind as I’ve recently joined Masabi as VP of Engineering for our 20+ strong development team. Coincidently it’s also something I’ve recently been asked about by a peer in a similar position. Modern management practices tend to frown on\u00a0line management as it\u00a0smacks of traditional organisational structures. However – out with line management tends to go any formal pastoral care for staff as well as\u00a0inexperienced or unqualified people getting left\u00a0to deal with complicated situations with little or no guidance.<\/p>\n

Below is advice based on\u00a0my experiences<\/em>.<\/strong>\u00a0I’m happy to answer any questions, but I don’t present anything here\u00a0as a shining example of good or bad\u00a0(\u00abwhere’s the\u00a0Holacrocy<\/a>\u00a0dude?\u00bb), just stuff that has worked well for me over the years.<\/p>\n

Everyone needs good guidance<\/strong>
\nI wrote this article on\u00a0Roles & Responsibilities in Software Teams<\/a>\u00a0over 5 years ago and have used these effectively\u00a0in 3 companies now. I find it really helps for everyone\u00a0to be clear on what’s expected of them,\u00a0it certainly makes the line managers job easier to have something which defines positive\u00a0(and\u00a0negative) behaviour.<\/p>\n

Team Lead as line manager for the team<\/strong>
\nIn my roles above, the\u00a0Team Lead<\/a>\u00a0is basically line manager for the team. Their most important line management duties\u00a0is regular\u00a01-2-1s<\/a>\u00a0with their team to make sure everyone’s happy and productive and\u00a0catch any situations or issues arising quickly. The Team Lead will also deal with team related line management issues, such as approving holiday, work from home requests etc.<\/p>\n

The CTO\/VP\/Director\/Head of Dev (i.e. me) will\u00a0have more frequent\u00a01-2-1s with the Team Leads than other team members so there’s a good feedback loop and any issues can quickly get escalated if needed.<\/p>\n

Team Lead != Lead Developer<\/strong>
\nI intentionally separated these roles of\u00a0Team Lead<\/a>\u00a0and\u00a0Lead Developer<\/a>,\u00a0as being good technically does not make you a good people\/line manager (see the\u00a0Peter Principle<\/a>). In many\u00a0teams I’ve looked after the same person holds both roles, but not always.<\/p>\n

Ultimately I’m the Line Manager though…
\n<\/strong>When it comes to more substantial\u00a0issues such as anything requiring expenditure (e.g. pay increase requests, training) or performance issues that the Team Lead cannot solve himself (e.g. when you’re getting near the realm of disciplinary proceedings)\u00a0that’s where I will take over from\/support the Team Lead.\u00a0Ideally a team can work through most of it’s issues, but not always.<\/p>\n

Line managers need good guidance and training
\n<\/strong>Looking after people comes more intuitively to some than others, but either way it is a discipline people need training and guidance on – how to give good feedback is a great example as are\u00a0good listening skills. I make an effort to mentor Team Leads in my 1-2-1s with them, but it’s good to have wider organisational initiatives too.<\/p>\n

Pay reviews and performance appraisals
\n<\/strong>I’ve written up about my experiences with\u00a0pay, performance and feedback<\/a>\u00a0previously. I consider regular 1-2-1s (with Team Lead and myself) to take the place of annual performance appraisals. However most companies still do pay reviews annually, which means some form of annual pay review meeting is required. As something I’d consider a more substantial line management issues I personally take responsibility for those pay review meetings with all my staff.<\/p>\n

 <\/p><\/div>\n","protected":false},"excerpt":{"rendered":"

Line management is currently on my mind as I’ve recently joined Masabi as VP of Engineering for our 20+ strong development team. Coincidently it’s also something I’ve recently been asked about by a peer in a similar position. Modern management practices tend to frown on\u00a0line management as it\u00a0smacks of traditional organisational structures. However – out […]<\/p>\n","protected":false},"author":25,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[],"tags":[],"class_list":["post-12238","post","type-post","status-publish","format-standard","hentry"],"acf":[],"yoast_head":"\nLine management in Agile Teams - Masabi<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.masabi.com\/es\/news\/line-management-agile-teams\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Line management in Agile Teams - Masabi\" \/>\n<meta property=\"og:description\" content=\"Line management is currently on my mind as I’ve recently joined Masabi as VP of Engineering for our 20+ strong development team. 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