>> Another example is when product and/or engineer managers use "stand-ups" to ask each engineer the status of their deliverables. Listen to what they are saying; we micromanage and do not trust the team.
> That's certainly one way of looking at daily stand-up. The other way is that humans aren't perfectly spherical communicators so sometimes daily stand-up really does manage to bring up blockers for the manager to actually resolve.
Good point.
I should have made the example more germane by saying "(always|only) using stand-ups for status updates." My apologies for the ambiguous exemplar.
EDIT:
Speaking of daily stand-ups...
IMHO, there are only two questions which need be asked of each team member in a stand-up:
1 - Is there anything you need from anyone in
order to be successful *today*?
2 - Is there anything you want to share with
the rest of the team?
Any other questions/concerns need to be addressed separately.
> That's certainly one way of looking at daily stand-up. The other way is that humans aren't perfectly spherical communicators so sometimes daily stand-up really does manage to bring up blockers for the manager to actually resolve.
Good point.
I should have made the example more germane by saying "(always|only) using stand-ups for status updates." My apologies for the ambiguous exemplar.
EDIT:
Speaking of daily stand-ups...
IMHO, there are only two questions which need be asked of each team member in a stand-up:
Any other questions/concerns need to be addressed separately.