“What is your management style?” I have been asked that question during an interview for a job as Director of Software Development. How about you? Luckily, I didn’t misinterpret this as a question about how I dress. (No one who has worked with me will think I spend a lot of time thinking about that, despite my lovely wife’s best efforts.)
I have spent some time thinking about that question and trying to understand how “stylish” I am from the management perspective.
As a manager or director of software development my number one goal is to deliver! The second goal is to deliver again. The third goal… you see where this is going.
| To be specific the goal is to deliver product: | |
| • | Having the expected |
| • | As quickly as possible |
| • | Keeping cost as low as possible |
| • | While cultivating the most important asset, the members of the team, for the long haul. |
Therefore, my management style is doing whatever I need to do to deliver maximum value early and often, rinse and repeat. I think we need a more succinct answer. Let’s discuss this further.
| Realistically, circumstances are always changing. For example, here are a few situations to think about: | |
| • | A recent release has failed catastrophically, customers are threatening to bail, an emergency fix is required. |
| • | A team member just isn’t cutting it. |
| • | The team is devolving into feuding factions. |
| • | The team keeps missing sprint objectives. |
| • | You have added a number of new team members with limited experience. |
| • | You are a new manager for an existing team. |
| • | The team is a “well-oiled machine” staffed with productive resources. |
If you manage software development for a reasonable length of time you will face a combination of the above, consecutively or concurrently, along with a lot of others. Is there any one management technique that can effectively address every situation? If so let me know because I haven’t learned that. (I said effectively, so screaming like a lunatic while pulling out your hair doesn’t count. I should know.)
In reality, the best software development managers are flexible, knowing how and when to use different techniques / styles. But don’t take my word for it; the consulting firm of Hay/McBer did an extensive study and identified 6 distinct leadership styles:
- Autocratic – My way or the highway.
- Authoritative – Follow me.
- Affiliative – Can’t we all just get along and be happy.
- Participative – What do you think?
- Coaching – Do as I say.
- Pacesetting – Do as I do.
Let’s return to the situations I listed above and see how they might be handled.
A recent release has failed catastrophically, customers are threatening to bail, an emergency fix is required.
This is one of the few circumstances where an autocratic management style might be the best choice. In a crisis, there is little time to brainstorm, debate, and reach consensus. Naturally, this can also result in a spectacular failure if you don’t really know how to fix the issue. In those circumstances temporarily adopt a participative style and gather input. In the end, take ownership by releasing your inner dictator. (Remember to return the dictator to its cage when the crisis is over.)
A team member just isn’t cutting it.
I hate it when that happens. It would be a great job if it wasn’t for all the people. Oh wait, I need people to meet my number one goal, deliver. Forget I said that.
Coaching and affiliative styles seem to be the go-to styles for this, but you may need to throw in some authoritative or participative styles depending on the nature of the issues. I always have my “One-Minute Manager” skills in the holster, ready to draw. I don’t know if you have noticed, but people are complicated. We can’t do this topic justice here.
Caution, the coaching style can become a trap. Recognize the fact that you may be unable to fix this problem. Drunken phone calls and texts in the middle of the night are beyond the capabilities of this software jockey. (No kidding, true story.) A resource may need to move on for the good of the team and project. That can be a difficult decision and shouldn’t be taken lightly or in haste. However, remember your number one goal: deliver.
It appears that the team is devolving into feuding factions.
How in the name of all that is holy did this occur? To move ahead you need to whip it into shape and quickly.
First and foremost, adopt an authoritative style. Then, interview team members, do some detective work, and figure out what is causing the friction. You don’t want to remain in authoritative mode longer than necessary. Adopt elements of the affiliative, participative, and coaching styles based on what you learn.
The team is missing sprint objectives.
Let’s assume that there aren’t any hints of dissension in the ranks (Oh, there will be if this continues, but you’ve caught it early.) Typically, I’ve found that starting with participative style is effective. You may need to build some feelings of ownership. You may also need to throw in some authoritative elements to set expectations.
You have added a number of new team members with limited experience.
Let’s assume we are not reenacting a day’s entertainment at the colosseum in Rome circa 107CE. The new folks will need education, guidance, time to adjust, and realistic, evolving goals. The best styles would be some combination of the coaching and authoritative styles. If you are not going to mentor them personally pair them with more experienced resources that can do the mentoring.
You are a new manager for an existing team.
You are the new manager for a team that has been already been around for a while. Out of the gate I would probably start with a style somewhere between participative and pacesetting (if you are up to it). It is critical that you gather some information. Was there an old manager? If so, what happened? (If you find a bowling ball bag under your desk, don’t open it. It might belong to the old manager, Ralphie.) Is the team productive? How are they getting along? You need to learn about the product(s) / project(s), team’s history, the dynamics of the team, and about each of the member’s strengths and weaknesses. Only then can you tune your behavior to the team’s behaviors and project’s needs.
The team is a “well-oiled machine” staffed with productive resources.
Be happy! You don’t know how long it will last, so enjoy it while you can. The favored styles in these circumstances are participative or pacesetting.
I believe we now have a concise answer to the “What’s your management style?” question: “It depends”. Remember, to shrug your shoulders, wink, and give a knowing chuckle. Alternatively, you might want to think of an example or three of situations you faced, like those above, and talk about them (shrug, wink and chuckle are optional).
I have only skimmed the surface of this topic and the definitions of the 6 management styles. For additional information check out the Harvard Business Review’s article collection titled, “HBR’s Must-Reads on Managing People”. There are also a number of summarizations available from a variety sources; just ask google.
