Hi Roman, this is a very interesting approach. Thank you for sharing it.
I have a grew questions, if you don’t mind: Have you found it to be consistent over time? or have you found exceptions where you need to take a different approach?
I’m also curious where you draw the line between delegation and full role responsibility (making it a permanent part of a given role)? Is this something you’ve done?
There are also many leadership pearls hidden in this post, i’ll talk about them as notes :)
The framework is pretty consistent. There are people who want and are able to do more; they strive for getting more responsibility, and they go up the delegation ladder quickly. Which leads to your next question — about the role scopes.
Just a fresh example. One of our QA engineers started doing a part of the PO role, then the whole role alongside QA (to be fair, her time with QA went down from 100% to maybe 30%), and a few weeks ago she officially became a PM - a larger scope role, where she is responsible for external communication, coordination, and a bunch of other stuff.
She did so by operating on level 3 with the gradually increased scope. First she took care of writing tickets, then started to support the team with the scope, then made smaller decisions, then bigger ones. Without anyone standing behind her shoulder. Her area of responsibility gradually grew when it reached the full scope of the PO role and beyond.
I left this outside of the scope of the article, as it feels to be irrelevant and maybe pretentious, but building a team of leaders is part of our engineering strategy - a document that guides how we operate at a high level.
That’s a cool example of role transition! A slight rephrase of my question from my side: Have you transitioned a task or a responsibility from your scope to someone else’s scope as a permanent delegation (making it not yours anymore)?
Ah, yes :) She took over some of my product work responsibilities. It is not one task,. I delegated low-mid level prioritization, for example. I used to answer a lot of questions on features and priorities. Now, I am pulled in much more rarely.
It is just an example as she fully transferred a few weeks ago. Generally, I delegated pretty much all the technical planning, bug fix prioritization, incident resolution, organizing on call, handling localizations, organizing team events, internal IT and bunch of other stuff I used to do.
Hi Roman, this is a very interesting approach. Thank you for sharing it.
I have a grew questions, if you don’t mind: Have you found it to be consistent over time? or have you found exceptions where you need to take a different approach?
I’m also curious where you draw the line between delegation and full role responsibility (making it a permanent part of a given role)? Is this something you’ve done?
There are also many leadership pearls hidden in this post, i’ll talk about them as notes :)
The framework is pretty consistent. There are people who want and are able to do more; they strive for getting more responsibility, and they go up the delegation ladder quickly. Which leads to your next question — about the role scopes.
Just a fresh example. One of our QA engineers started doing a part of the PO role, then the whole role alongside QA (to be fair, her time with QA went down from 100% to maybe 30%), and a few weeks ago she officially became a PM - a larger scope role, where she is responsible for external communication, coordination, and a bunch of other stuff.
She did so by operating on level 3 with the gradually increased scope. First she took care of writing tickets, then started to support the team with the scope, then made smaller decisions, then bigger ones. Without anyone standing behind her shoulder. Her area of responsibility gradually grew when it reached the full scope of the PO role and beyond.
I left this outside of the scope of the article, as it feels to be irrelevant and maybe pretentious, but building a team of leaders is part of our engineering strategy - a document that guides how we operate at a high level.
That’s a cool example of role transition! A slight rephrase of my question from my side: Have you transitioned a task or a responsibility from your scope to someone else’s scope as a permanent delegation (making it not yours anymore)?
Ah, yes :) She took over some of my product work responsibilities. It is not one task,. I delegated low-mid level prioritization, for example. I used to answer a lot of questions on features and priorities. Now, I am pulled in much more rarely.
It is just an example as she fully transferred a few weeks ago. Generally, I delegated pretty much all the technical planning, bug fix prioritization, incident resolution, organizing on call, handling localizations, organizing team events, internal IT and bunch of other stuff I used to do.
Interesting. Sounds like it turned out really well. Thanks for sharing :)