This week I chatted with my manager, who told me she generally sees me working on things where “filling the gap” is needed. So I found it apt to finish this issue and send it.
I’ve been thinking more intentionally about what I bring to the proverbial (or remote?) room or table when I’m working or taking on some new work.
I’ve started to take a step back and look at what my peer coworkers take as their tasks and which gaps need filling.
This assessment of a program is my initial way of helping or acting as a multiplier to work rather than adding more of the same tasks that are already getting done. Primarily if I can coach or work with other people so they can take over the role eventually.
To better help, I’ve taken a step back whenever coming to a team or project and talked with people to understand their role in the project and their level of involvement.
Generally, since I’m covering the architect role, it is relatively straightforward in what way I should interact in a given project or team, given the expectations that the organization has put on the architects.
It will also depend on my assessment of the team and if they’re missing other roles that would be important to fill. I’ve seen this happen in some cases when the amount of work is relatively large, and everyone is overwhelmed or on the verge of being overwhelmed.
Most recently, a few days ago, someone suggested categorizing my involvement based on the “RASCI” framework. RASCI is an acronym for: Responsible, Accountable, Supportive, Consulted, Informed.
Using this lens has helped me further realize how to engage with teams and projects. I went back to my projects and categorized them in this manner.
I noticed that I was paying more attention to work that might not need it and started setting up recurring times with certain people to keep a pulse on the project.
When working on projects where I’m more responsible of it, I’m also working with managers and chose a person to work closely with, coaching them so they can start filling the gaps or sharing how generally go about this so that they can grow and start seeing which things are not being fulfilled.
Generally, how do they see that X or Y concern is getting addressed? Or if they’ve seen this other possible risk?
More recently, I’ve also started to delegate work whenever it comes, and there’s another person that would be a good fit for the program and might be a growth opportunity for them.
Another way is when I see “something” is missing from programs, and I recall that the topic is within the areas of interest of certain people, or I have a person top of mind.
Then I would refer both programs to the person, and vice-versa, to start a relationship there.
I have only done some of these, so I still have to see how they conclude shortly.
Soon, whenever I get to work again with people I’ve coached, I would like to move to a more supportive role, with more async communication and verification of what is happening over being so present in the day-to-day running of the project.
That’s all for this week! Happy coding!