@firstname.lastname@example.org+1, freedom to fail helps increase the psychological safety needed to experiment. I find that business realities can put constraints on what degree of failure is tolerable. What advice would you give someone trying to balance the team’s ownership / growth with the needs of the business?
@email@example.com Nice, sounds like a gentle approach to allow the team to take ownership of their own evolution. When might you tell them explicitly to try something? Eg “act their way to a new thinking?” https://intentbasedleadership.com/acting-our-way-to-new-thinking/
@firstname.lastname@example.org Exactly! So often managers don’t realize this. Where would you start with a team like this?
Does this describe a healthy engineering team?
Each and every team member has a project they’re personally responsible for, in an area they’re excited to own. The team carefully reviews every pull request and polishes it to exacting standards. People never report being blocked at standup.
What are some ways this team might improve?