With many years of testing experience and IC leadership experience, I’m at a place where I have people following up on the people doing testing. I’m looking into balancing being the lead for major programs and deliveries, but also giving space to the new leaders and contributors. I already have a seat at the table – nothing comes from me to share this or give it away. Am I safe, privileged and semi bald. Yes, yes I am. And even more so it’s up to me to make space. Here is an example:
We are writing a major proposal for a client, it’s yet another two-digit million dollar deal. I’m the lead writer on the testing part, I have two other people writing with me. One of them sits in on the physical meeting, while I’m remote and the last is an external to the meeting. The meeting chair addresses all the lead writers for a status. I give the status and my team member in the room adds a comment. Then I realize, she’s a skilled release manager – she knows how to give a status. I already have the stars – let’s look into her giving the status on behalf of the test team. On behalf of the three of us.
Co-delegate
What I try to do is both delegate responsibility for tasks and collaborate on the tasks. I’m still the “poster boy” fronting the delivery and the delivery responsible, but I will gladly give away all the tasks to someone else. While the tasks often have my name on it, they aren’t mine – at best they belong to the company I work for. It’s just stuff. I care more for the people I loop in. They always have my back and I will always provide tips and tricks for their journey. We can discuss priorities, customer communication patterns or vent when needed. We collaborate – but it’s also a delegation.
Too often I have become the hero, logging hours after hours to solve (organizational and delivery) problems. While it’s nice and all, there’s a burn down around the corner, if I don’t delegate.
Are we to conceptualize organizational power, the spectra of participation from Psych Safety comes to mind, it mentions 8 ladders of control over 5 themes: Empower, collaborate, involve, consult, inform. Co-delegate definitely power-with, but not quite on the scale. It’s a “six seven” :LOL: where both have the freedom to decide and propose what to do. Ideally if I’m away – they can carry on without me. Isn’t that the true test of leadership – to build something that stands without you?
Similarly, I’m looking into a new gig. Yet another system-wide data center transition. Think from US-based cloud to EU-cloud (for ****** reasons). I cannot scale so I add a young project manager to the delivery. After all, most test management tasks are project management skills, patience and following up on people doing as agreed. If you got that you are going places. Does she need to ask permission to take initiative – no way. Not on my watch. You can have all the initiative you can carry.
Own your ego
With a staff-level role comes, to me, the responsibility to own my ego (In the words of Luke and Callum). “You’ll never accomplish anything if you care who gets the credit“. What matters is that the coordination meetings are booked, action items are taken and acted upon. That we play to each others strengths and share the load. But being the experienced you also need to own the failures. Both to own that your co-delegates will and must fail to learn, and to own that the decision is on you. And perhaps there is the catch. Co-delegation is not initially a partnership, it can be. There is still leadership to be owned.
Can an individual contributor have this kind of influence over another, you might ask. Isn’t this what managers are for? Maybe – but not necessarily. But it’s definitely a key trait for a staff-level role. And I’m heading into a 1-1 with another IC junior to me regularly. It’s might be about the current deliveries and bookings, but often less so.