Leading Through Change: A Guide to Managing New Development Teams

Many times I was assigned to an existing development team, and I wanted to embark on their journey. This is my secret recipe for what to do in that case!

In my career, I've often been the go-to person for leading development teams that were facing tough times. From what I've learned, the key to success lies in understanding the team's past, navigating its present challenges, and planning for a brighter future. Here's how I approach these situations:

1. Listen to the Team

The first thing I do is sit down with the team. I listen to their concerns, learn about their personal goals, and see what skills they want to develop. This meeting isn't just about work; it's about understanding what each team member dreams of achieving in the long run. Aligning their personal goals with our team's objectives is crucial.

For example, one time the team wanted to learn and put to use the latest technologies. What we did was build a plan, with some extra effort (after work hours), to learn about the new technologies and to apply them where we can. They were strongly willing to put that effort in, which made them feel heard and boosted their morale — and it enriched their CVs (and I made sure to mention the CVs part ;)).

2. Understand the Clients

Next, I meet with our clients. Whether they're internal or external, it's important to hear their side of the story. What issues are they facing with our team? Understanding their challenges and complaints gives us a clear picture of what we need to improve. Be transparent about what issues you are facing and the real situation, make sure to gain their trust back, and assure them that we are all in the same boat and that their success is our team's success.

For example, one time the clients were unhappy with delayed project deliveries. By talking to them, I learned that their main frustration wasn't the delays themselves but the lack of communication about them. Implementing regular update meetings restored their confidence in our team.

3. Find Quick Wins

Looking for quick wins is my next step. These are small changes that can make a big difference. For example, tweaking our delivery process might boost the team's spirit more than speeding up our work. Or, changing how we communicate with clients can rebuild trust faster than making big promises we can't keep.

For example, one time the team was bogged down by a cumbersome reporting process. Simplifying this process saved hours of work each week, boosting team morale and impressing clients with our efficiency, leading to quicker project turnarounds.

4. Document Everything

I make sure to document everything. Keeping track of all the details in spreadsheets helps us not forget the small stuff. It's the little things that often get overlooked, but they can make a big difference in the long run.

For example, when I joined, there was confusion about which system was integrated with which, leading to chaos during deployments. We created detailed documentation mapping out system interdependencies, deployment servers, business owners, and application uses. Also, the vacations were handled manually — just a shared Excel sheet helped. This clarity allowed us to effectively notify users about deployments and instability. It also streamlined our testing process, as we knew exactly which systems and applications needed testing and where.

5. Report Regularly to Leadership

Keeping the leadership in the loop is vital. I send them regular updates and ask for their advice. They often have insights and knowledge about the team's history that can help us navigate current challenges.

6. Build Relationships with Peers

I also make it a point to connect with my peers. They can share insights about common pitfalls and the team's history. Learning from their experiences can help me avoid making the same mistakes.

For example, a key learning moment came from our peers in a .NET team during a SharePoint project slated for our team. Initially, we anticipated weeks of development work. However, through collaboration with the .NET team, what seemed like a daunting task was completed in just three days of development, and an additional three days were spent training users on simple SQL queries. This experience underscored the value of leveraging cross-team strengths for more efficient problem-solving and knowledge sharing.

7. Create Individual Development Plans

Finally, I work with each team member to create a personal development plan. These plans help them grow in their careers and contribute more effectively to our team's success. It's about finding a balance between what they want to learn and where the team needs to go.

For example, a team member was interested in learning more about cybersecurity. By incorporating this into their development plan, they were able to improve our project's security measures, adding value to the team and boosting their personal growth.

In Summary

Managing a development team with existing problems and a lack of trust from clients is challenging, but it's also an opportunity. By focusing on understanding the team's history, addressing current challenges, and planning for the future, you can turn the situation around. It's about listening, adapting, and finding ways to bring out the best in your team and yourself.

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Originally published on Medium on 22 Feb 2024.