A team manager is responsible for coordinating and mentoring the team to ensure that the work planned in each sprint is concluded successfully with the required quality, in compliance with all the set commitments.
To this end, a team manager must know what their team’s strengths and weaknesses are, and how to exploit their talents by assigning tasks to each professional to achieve a specific objective. They must keep the team cohesive and ensure its agile, efficient and conflict-free operation through the coordination of different meetings (daily, planning, review meetings…). Continually assessing and tutoring each relevant positive aspect or point of improvement detected in order to help each member in their professional development. Finally, it is important to collaborate with the project manager to ensure the excellence of the work carried out.
Knowing these functions, four EDICOM team managers highlight their main key factors for leading teams.
1. Team development
Daniel Russo, Team Manager
“The key is closely linked to the objectives we have already set. One of the main aims is the development of the technicians we have in our teams. We have different tools for this. We have the initial tool, which is the training we give to all the technicians when they join the company, in which most of the subjects are taught by the team managers themselves.
Then we would have other tools that we use when the technicians are incorporated into the teams and are already working with clients in production. One of them would be pair programming, to accompany them in their scheduled tasks. Another would be bug tracking to gauge the quality of their work and to see if they make mistakes and correct them.
Finally, regular mentoring to guide them in their professional development within the company”.
2. Balance between demand and recognition.
Cristina Albir, Team Manager
“Finding a balance between the requirement to take the projects forward successfully and acknowledgement of the effort made by each of the team members to achieve the objectives. On the other hand, the cohesion of the team members is very important for a good atmosphere, as well as to achieve success in all our tasks”.
3. People focused
César Picó, Team Manager
“Learning to evolve from a more technical profile to a more human resources oriented one. Learning to identify the strengths of colleagues, learning to identify which aspects they can improve to become better professionals, learning to develop their talent and skills. In short, understanding that on many occasions the collective good will take precedence over the individual good of the team manager”.
4. Empathy and teaching to learn
Sergio Rives, Team Manager
“Having a lot of patience and empathy. You need to know how to listen, because we’ve all been newcomers at one time or another and we have all felt lost at some point, and the figure of the team manager is one that is always there for these moments. The team manager’s remit cannot simply be limited to transmitting what they know, as they also have to teach people how to learn, which is the real challenge, as our work calls for continuous learning as new regulations come out or because we have new tools or technologies to deal with.
In addition, we need to maintain a good working atmosphere within the team. This allows us, in a simpler way, to relate to the other members, establish levels of demand and ask for a degree of commitment with respect to the objectives”.
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