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by JeffeFawkes
1177 days ago
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I'm a relatively new team lead (this is my second year with the title officially, though I did TL responsibilities prior) and my entire goal is to be the antithesis of the type of manager mentioned in the article. My best managers were ones that let me focus and removed roadblocks, so I try to do the same. Ideally, my team has zero to one meetings per day (stand-up inclusive); I'd rather them focus on development than get caught up in unnecessary meetings. As a result, I'm often in meetings instead (which is fine) and then can give my appropriate teammates the outcomes of those chats. Everything else should be offline / async where possible, and I try to prefix those slack messages with a priority level so they can tell at a glance whether a given message can be safely ignored until a break between work items. So far my team seems to love this arrangement, but I'm curious if anyone has advice on the long term effects of this approach. |
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Now that I'm more senior I do get called into more meetings. But still it's usually not more than 2-3 per week and almost all of those are 30 minutes, or an hour tops, and very efficient. Most of the other meetings my boss does and relays info to us through issue tracker or mail/chat. Like you, he spends a lot of his time in meetings.
In some cases he'll forward the invite and let us know he might ask us to join to answer one or two specific questions. In those cases we do just that. While not interruption-free, since we're aware the disruption of the 2-5 minute diversion is minimal.
We do have a longer weekly team meeting where we go through all issues being worked on and upcoming work. This might be an hour or two depending.
We're office-based though, and noticed during the pandemic that some extra follow-up was needed. So my boss would usually do a quick call at the end of the day every other day or so to follow up each of us, and also for the social bit.