They asked me to name one of my favorite books about business. Check it out.
I read a lot of books every year. This one struck a chord with me. Tony Fadell explains things in a way that is easily relatable, and easy to understand.
New teams will go through the four stages of team psychological development – Forming, Storming, Norming, & Performing. They require time to stabilize and to begin producing reliable and forecastable work every sprint. It’s not uncommon for sprint planning meetings to become unproductive or frustrating, which can lead to delays, misunderstandings, and missed deadlines.
Software teams come together with the common goal of creating innovative products that meet the needs of their customers. However, this process can be challenging to manage, particularly when it comes to facilitating team decision making processes.
As someone who has spent decades working in the software industry, I have witnessed many common problems that Engineers face when it comes to collaborating with Product Owners to prioritize the product backlog items. This is especially true with the Agile methodology of project management, which involves frequent and close collaboration between engineering teams and product owners.
I’ve observed that many employees struggle with mentorship at times. It can be especially difficult for newer managers who are still learning the people skills side of their job, but even seasoned team members can encounter obstacles.
So what are some of the problems that employees face regarding coaching and mentoring colleagues? Let’s take a closer look.