In our previous posts, we explored the role of an Engineering Manager and what makes an awesome team. Now, let’s dive into one of the most challenging aspects of building great teams: initiating and nurturing self-organization. This transition can be tricky, especially for teams and managers accustomed to more traditional, hierarchical structures.

The Challenge of Self-Organization

Throughout our lives, we’re often in situations where someone else tells us what to do:

• As children, our parents tell us what to do
• In school, teachers tell us what to do
• In university your lecturer gives you assignments
• In many traditional workplaces, managers assign tasks and make decisions

So I find that some people do this in their day to dya working life as well, they are looking for that person to tell them what to do.

So when we suddenly find ourselves in a self-organizing team, it can feel like being thrown into the deep end of a pool. The freedom can be both exhilarating and overwhelming.

Common Pitfalls in the Transition

When teams first attempt to self-organize, several common issues often arise:

1. Looking to the Manager: Team members may still expect the manager to make all the decisions.
2. Deferring to the Product Owner: In Agile teams, there might be a tendency to let the Product Owner drive all aspects of the work.
3. Decision Paralysis: Without clear direction, teams might struggle to make decisions or take action.
4. Lack of Structure: Some teams might interpret self-organization as a complete absence of process, leading to chaos.

So, how can we as Engineering Managers help our teams overcome these challenges and truly embrace self-organization?

Strategies for Initiating Self-Organization

1. Be Quiet in MeetingsAs a manager, one of the most powerful things you can do is to be quiet. In team meetings, resist the urge to jump in with solutions or directions. Instead, give the team space to discuss and decide for themselves.You might find the silence uncomfortable at first. That’s okay! Embrace the discomfort and trust your team to fill the void.
2. Stop Attending Every MeetingOnce your team starts to find its footing, consider stepping back from some meetings entirely, like stand-ups or sprint planning. This sends a clear message that you trust the team to handle things on their own.Tip: Start with less critical meetings and gradually expand to more important ones as the team gains confidence.
3. Encourage Product Owners to Step Back TooIf your team works with Product Owners, have a conversation with them about the importance of team self-organization. Encourage them to focus on the “what” and “why” of the work, leaving the “how” to the team.
4. Create Space for the TeamActively create opportunities for the team to make decisions without leadership figures present. This might feel uncomfortable at first, but it’s a crucial step in fostering true self-organization.

Nurturing Psychological Safety

Remember Google’s number one factor for successful teams? Psychological safety is crucial, especially when asking team members to step up and take more ownership.

Here are some ways to foster psychological safety:

1. Encourage Risk-Taking: Celebrate when team members try new approaches, regardless of the outcome.
2. Model Vulnerability: As a manager, admit when you don’t know something or when you’ve made a mistake.
3. Respond Positively to Questions and Challenges: Thank team members for speaking up, even if you disagree.
4. Focus on Learning, Not Blame: When things go wrong, focus on what can be learned rather than who’s at fault.

Coaching for Self-Organization

As your team starts to self-organize, your role shifts from directing to coaching. Here are some techniques:

1. Ask Questions: Instead of providing solutions, ask questions that guide the team to find their own answers.
2. Provide Context: Ensure the team has the information they need to make informed decisions.
3. Offer Support: Let the team know you’re available if they need help, but avoid jumping in uninvited.
4. Reflect Back: Help the team see their own progress and learning as they navigate self-organization.

Patience is Key

Remember, the transition to self-organization is a journey, not a destination. It takes time for teams to develop the skills and confidence to truly self-organize. Be patient, celebrate small wins, and keep reinforcing the team’s autonomy.

Wrapping Up

Initiating and nurturing self-organizing teams is one of the most challenging – and rewarding – aspects of being an Engineering Manager. By stepping back, creating space for the team to make decisions, fostering psychological safety, and shifting to a coaching role, you can help your team embrace self-organization and unlock their full potential.

In our next post, we’ll explore how to coach self-organizing teams without undermining their autonomy – a delicate balance that’s crucial for long-term success.

Have you been part of a transition to self-organization? What challenges did you face, and how did you overcome them? Share your experiences in the comments below!