I call these the managers who barely manage even themselves. I agree on the proposed activities, but the system is not the problem in my eyes - the manager is (or their manager, etc.), because they're the ones building the system. It hurts, but maybe it should. One needs to fundamentally change their mindset to being an environment shaper instead. Otherwise they'll just luck out on finding this blog post, for example, follow some of it and then continue messing up anything outside, because they still can't let go of the dopamine, and the perception of control and personal significance. On top of that most such behaviours are both inefficient and ineffective, so the net effect of their presence might even be negative, despite even their best intentions and will.
Another nail hit on the head (Dutch expression). Very recognizable. I don't think I will take a week off, but I do want to see if they know just 2 or indeed 10 important issues.
The "I trained my team to wait for my nudges" moment is so recognisable. It took me a while to see I'd done the same.
The thing I'd add: constant chasing often isn't a management failure at all. It's what happens when the clarity layer - the person who used to own requirements, acceptance criteria, the "why" behind the ticket - quietly got absorbed into the team or cut altogether. The EM ends up filling that vacuum because someone has to.
I've watched a lot of QAs and junior BAs get folded into dev teams over the years. The JIRA nudging usually starts about six months later. Nobody connects the two.
I call these the managers who barely manage even themselves. I agree on the proposed activities, but the system is not the problem in my eyes - the manager is (or their manager, etc.), because they're the ones building the system. It hurts, but maybe it should. One needs to fundamentally change their mindset to being an environment shaper instead. Otherwise they'll just luck out on finding this blog post, for example, follow some of it and then continue messing up anything outside, because they still can't let go of the dopamine, and the perception of control and personal significance. On top of that most such behaviours are both inefficient and ineffective, so the net effect of their presence might even be negative, despite even their best intentions and will.
Another nail hit on the head (Dutch expression). Very recognizable. I don't think I will take a week off, but I do want to see if they know just 2 or indeed 10 important issues.
The "I trained my team to wait for my nudges" moment is so recognisable. It took me a while to see I'd done the same.
The thing I'd add: constant chasing often isn't a management failure at all. It's what happens when the clarity layer - the person who used to own requirements, acceptance criteria, the "why" behind the ticket - quietly got absorbed into the team or cut altogether. The EM ends up filling that vacuum because someone has to.
I've watched a lot of QAs and junior BAs get folded into dev teams over the years. The JIRA nudging usually starts about six months later. Nobody connects the two.