On Stanier (2020), 10th chapter:
Scrutiny is unavoidable
Scrutiny is unavoidable, so handle it with grace. Approach it with a level head, these things should never be personal. Take a step back to breathe if needed.
When receiving scrutiny: measure reactions on your team, try to figure out the root cause and talk it over when appropriate
When practicing scrutiny: take a step back and reason about it. Transform the appropriate parts into structured feedback.
Wobbling in companies
The author uses Jell-O as a metaphor about how information trickles down in a company. When it comes from the top, it causes huge waves all around. When bad, it corrodes the company to the core.
The manager should protect their team responsibly by parsing the info and relaying it in a positive way. It is important to highlight that facts mustn't be hidden, it's all about getting negative input and directing it towards a productive trajectory (in opposition to a destructive one).
Autonomy mastery and purpose
The author mentions Pink's (Pink, 2009) model as a useful one for defining motivation. The summary is that it lies in the intersection between:
- Autonomy
- Mastery
- Purpose
When thinking about autonomy, it's probably worthwhile to look at SCRUM focus on knowledge acquisition
About demanding productivity
In the chapter, there is a discussion around what to do when performance is DEMANDED from your team. The author uses a project that is taking too long to finish as an example.
This is a tricky subject, as performance is not always a clear cut concept. It is mentioned that it's not rare for senior management to suggest that you should be harsher on your reportees, which is deflected by the author using the Autonomy mastery and purpose model.
As a personal side thought, as a Manager, one should strive also to show positive, albeit unseen, outcomes of long winding projects (successful or not). Try to present those as reasons why your team is not slacking off.
On a closing note, the author mentions that we might have to deal with The Dunning-Kruger effect and Impostor syndrome in these scenarios, so beware, beware.