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Freestyle your leadership
A story of reinvention
Agenda
1. Starting point
2. Restructure
3. Empower Line Managers
4. Summary
Starting point
Typical Line Management structure
- Line Managers rarely work
with mentees
- Employee assessment based
on gathered feedback as they
do not work together
- No frequent contacts / small
talks, rather official bi-weekly
meetings
Scaling up issues
- Variety of Line Managers who are rather subjective
- Head unable to challenge the assessment, as
does not work in projects anymore
- Line Managers not seen as leaders/mentors
anymore
- Siloses (we called them practices) concentrate on
narrow specialization, not delivery
- And each Practice believes to be the most important
one
Ongoing change confuses Line Managers
- Diversity makes the excel rules ineffective due to an increased number of
exceptions during the assessment process
- Career path not up to date as the company and business change constantly
- Ongoing change turns annual objectives into a fiction
Delivery model issue
- Practices over “We are all engineers” philosophy
- Lack of equality on senior levels across practices
Restructure
Let the change begin
Choose your leader rules
- It is employee’s responsibility to
find a line manager
- Look wide, even outside your
practice (silos)
- Choose someone who allows you to
make another step in your career
- It is ok to change line manager if it
helps you to make that step
Choose your leader as a game changer
- Majority of the seniors choose line
managers outside of their
practice to grow as engineers
- QA picked by developers
- Good managers (from the Head’s
perspective) were passed over
- People need a leader not a parent
- The first step was taken to kill
practices (siloses)
- Alignment between practices (it’s
not easier to be a senior anymore)
- Long-term: QAs transform to
leadership & engineering roles
(Engineering Managers, Technical
Leads, …)
Empower Line
Managers
It’s all about employee happiness
All roads lead to Rome
- Each engineer has a different
experience and needs, and requires
a different approach
- Each Line Manager is free to choose
their own Ways of Working with a
mentee
- No need for paperwork (annual
objectives, appraisals, …)
Employee assessment
- Line Managers have a say in the
assessment of each employee, not
only their people
- Assessment is carried out
collectively by LMs from all practices
- Common definition of grades
(senior, …)
- Far more objective assessment
- Supporting the Engineering
approach (T-Shape, M-Shape)
Summary
People can take care of
themselves
And
make smart decisions if you give
them the freedom of choice
Freestyle your leadership

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Freestyle your leadership

  • 1. Freestyle your leadership A story of reinvention
  • 2. Agenda 1. Starting point 2. Restructure 3. Empower Line Managers 4. Summary
  • 4. Typical Line Management structure - Line Managers rarely work with mentees - Employee assessment based on gathered feedback as they do not work together - No frequent contacts / small talks, rather official bi-weekly meetings
  • 5. Scaling up issues - Variety of Line Managers who are rather subjective - Head unable to challenge the assessment, as does not work in projects anymore - Line Managers not seen as leaders/mentors anymore - Siloses (we called them practices) concentrate on narrow specialization, not delivery - And each Practice believes to be the most important one
  • 6. Ongoing change confuses Line Managers - Diversity makes the excel rules ineffective due to an increased number of exceptions during the assessment process - Career path not up to date as the company and business change constantly - Ongoing change turns annual objectives into a fiction
  • 7. Delivery model issue - Practices over “We are all engineers” philosophy - Lack of equality on senior levels across practices
  • 9. Choose your leader rules - It is employee’s responsibility to find a line manager - Look wide, even outside your practice (silos) - Choose someone who allows you to make another step in your career - It is ok to change line manager if it helps you to make that step
  • 10. Choose your leader as a game changer - Majority of the seniors choose line managers outside of their practice to grow as engineers - QA picked by developers - Good managers (from the Head’s perspective) were passed over - People need a leader not a parent - The first step was taken to kill practices (siloses) - Alignment between practices (it’s not easier to be a senior anymore) - Long-term: QAs transform to leadership & engineering roles (Engineering Managers, Technical Leads, …)
  • 12. It’s all about employee happiness
  • 13. All roads lead to Rome - Each engineer has a different experience and needs, and requires a different approach - Each Line Manager is free to choose their own Ways of Working with a mentee - No need for paperwork (annual objectives, appraisals, …)
  • 14. Employee assessment - Line Managers have a say in the assessment of each employee, not only their people - Assessment is carried out collectively by LMs from all practices - Common definition of grades (senior, …) - Far more objective assessment - Supporting the Engineering approach (T-Shape, M-Shape)
  • 15. Summary People can take care of themselves And make smart decisions if you give them the freedom of choice