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Continuing the series on dependencies… Maybe you don't have the problem where the team creates internal dependencies with their process. And you don't have to wait for someone outside the team to approve your work—an organizational process. But you do have a combination of platform/component teams and feature teams. I see this most often in products similar to the Integrated System Program kind of product.
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You can spend hours and resources putting systems in place to track and measure any number of key performance indicators (KPIs) and Objective and Key Results (OKRs), but none of these metrics matter if your employees don’t know what is expected of them, if the metrics are too complex to be understood, and if the metrics can not be measured without you.
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Leadership is a lot like a ropes course – you are confronted with challenge after challenge, each one testing your skills and giving you an opportunity for personal development and team growth. In this series, we are looking at elements of “The Leadership Ropes Course” that all leaders need to face – and master! If you are confronted with a 12-foot sheer wall – a common obstacle on a ropes course – chances are good you won’t be able to get over the top of it by yourself.
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