Maturity-based Management

It sounds obvious, but as a leader, it’s critical to manage a team based on the team’s current maturity level.  For example, if you have a high-maturity, high-performing team stacked with A+ players who know how to do their roles well, are excellent at the needed hard skills, and collaborate as a team incredibly well; you should not treat them like 5 year olds playing soccer. Conversely, you should not treat 5 year olds playing soccer like a high performing team (e.g. explained nuanced optimization concepts, when they’re still struggling with the fundamentals).

This sounds obvious, but often people try to focus on team performance metrics, such as Scrum team velocity or first-call resolution, when they should realize the team needs a lot of work on the fundamentals (e.g. ensuring the team understands their purpose and context within the organization, understanding why various meetings are held, clarifying expectations of speed vs. quality).

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