Empower Your Team To Own Responsibilities

#SridharPeddisetty #Leadership #Management #Delegation #DelegationManagement #Agile #ProjectManagement #ScrumMaster #TeamWork   

Don’t judge each day by the harvest you reap but by the seeds that you plant - Robert Louis Stevenson

We all understand the word delegation but seldom put the art of delegation in play. I wrote an earlier blog post on Trust your team but make sure to verify, jest of which I am extending in this post. We need to learn the art of empowering our team to own responsibilities while creating the safety nets around those responsibilities so that even if they fail, they do not hurt themselves bad. Remember, it is often your best people that make the worst mistakes, because your best people do the most complex work. When we take so much pains to hire the best possible talent with the good intent to keep them in the team for long term, we might as well encourage them to pursue their ideas while giving them the tools they need to succeed.

The key to start empowering your team to own responsibilities is by making the list of tasks, which play to their strengths better and letting them own those tasks. Major constraint of not letting your team own tasks is because of the fear of losing control and facing consequences of the result. It is understandably difficult at times to think about pulling hand out of projects while letting the team own them but the fact is that the more your team feels that they are trusted to do their jobs, the more commitment and interest they will show in their work. Remember that you have hired smart people with right attitude and the best way to find whether you made the right decision or not is to just let them play it. More often the brightest of ideas come from the most unlikely sources and only way of knowing that is by empowering.  

Effective managers know from their experience that they can climb greater heights and achieve their professional goals only by delegating the work to their talented team of people.  By empowering, you are creating the next generation of leadership so always remember the quote "Do not count the number of followers you have but the number of leaders you created" 
Having shared this, there are certain tasks, which at times just cannot be delegated out. Jay Goltz has shared one such funny experience in his blog The one task I can’t seem to delegate and also there is this humorous piece

Mom: "Son, please go to the market and buy 1 bottle of milk. If they have eggs, bring 6”.  Son came back with 6 bottles of milk.   Mom: "Why the hell did you buy 6 bottles of milk?" Son:“Because they had eggs"

What are your thoughts on empowering your team to own responsibilities?  

Empower Your Team To Own Responsibilities was originally published in LinkedIn 

Scrum in a nut shell

Scrum is an Agile process or framework for managing Agile projects. It is a project management process, certainly not a methodology, as that would be too heavy. Scrum is an iterative, incremental framework. Scrum structures product development in cycles of work called Sprints, iterations of work which are typically 1-4 weeks in length, and which take place one after the other.
Scrum is one of several Agile methods for developing and deploying software, although it may be used for non-software initiatives whenever people need to work together to achieve a common goal. The primary objective of Agile development is to deliver value early in the Project Lifecycle based upon customer and market demands. The ability to deliver value early and often, yet readily adapting to change, is considered to be a major contributor in making Agile Development one of the more rapidly growing trends in technology.
Scrum is a method for project management that is becoming increasingly more common
in the software industry. Small teams consisting of a maximum 6-8 people divide their
work into “mini projects” that have a duration of about one month during which a limited
number of detailed tasks are solved. Where traditional methods focus on staying on
track, Scrum is aimed at – like other agile methods - delivering business value

Scrum Basics
Scrum is an iterative, incremental framework.

Scrum is not a process – rather, it’s a framework which provides a lot of visibility to the team, and a mechanism that allows them to “inspect and adapt” accordingly

Scrum structures product development in cycles of work called Sprints, iterations of work which are typically 1-4 weeks in length, and which take place one after the other.

The Sprints are of fixed duration –they end on a specific date whether the work has been completed or not, and are never extended.

At the beginning of each Sprint, a cross-functional team selects items from a prioritized list of requirements, and commits to complete them by the end of the Sprint; during the Sprint, the deliverable does not change.

Each work day, the team gathers briefly to report to each other on progress, and update simple charts that orient them to the work remaining.

At the end of the Sprint, the team demonstrates what they have built, and gets feedback which can then be incorporated in the next Sprint.

Scrum emphasizes producing working product at the end of the Sprint is really “done”; in the case of software, this means code that is fully tested and potentially shippable

Scrum Values

1. Openness
2. Focus
3. Commitment
4. Courage
5. Respect and
6. Visibility

Scrum forces teams to take ownership of the success or failure of their project. In traditional waterfall methodology, its more often than not, a project manager who is responsible for project's success or failure.