August 15, 2018
3 min read
Read it on Medium by: palmerj3
They recently became a technical product manager at Spotify and insituted an experiment:
The reality is: I’ve told my bosses what we’ll deliver by the end of the quarter and I would rather trust that my team know what’s required to get there and be creative along the way.
Plans shouldn't change on a daily basis, and if it does it's the manager's role to shield their team from this. This removes the need for daily checkins and opens the door for the manager to trust the team's ability to deliver the quarterly roadmap as they see fit. This allows for all of the innovation or tech debt cleanup time thats needed along the way.
I’m not against planning, I’m against planning on an interval.
Without weekly planning:
Say you’re in a relationship and it’s going amazing. You should totally start going to couples therapy once a week, right?
This section of the article has the least information, but I think it summarizes to the same point the writer is making elsewhere. If issues occur call a meeting to address the issue (or resolve it without a meeting is possible). Do not plan a recurring meeting.
Effective teams question everything. They also trust each other. They also get a lot of shit done.
My advice for all teams is to not start by complicating things.
Stand-ups, planning, and retros are a tool and you should be putting a lot of thought into what tools you use.