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As a team lead on a software development team that would rather lead by influencing than through an official management role, companies like Brazil's Semco and WL Gore are very intriguing.

What does Manager Tools have to say about "managing" when there are no managers?

PierG's picture

Greg,
I think that a GOOD % of what you listen here is not fully related to a manager - direct relationship. It's a set of tools to be a better manager with bosses, with peers, with customers, with ....
So, I think it's 100% usefull even in 'non official management roles'.
My 2 eurocents.
Ciao,
PierG

akinsgre's picture

[quote="PierG"]Greg,
I think that a GOOD % of what you listen here is not fully related to a manager - direct relationship. It's a set of tools to be a better manager with bosses, with peers, with customers, with ....
So, I think it's 100% usefull even in 'non official management roles'.
My 2 eurocents.
Ciao,
PierG[/quote]

Agreed.

Though alot of what MT discusses is in the context of the behaviors that management asks of it's subordinates.

Without that guidance, what are the ways that teams can decide how to behave. Does that make sense?

The situation I'm in is that the manager has too much to do and doesn't communicate with the team much. As a believer in self-organizing teams, I feel like we can do our best to set behaviors for ourself... Assuming that it's obvious what is needed for us to be successful.

But I'm looking for tips on how we might be able to interact with the rest of the organization without appearing as if we're "going behind the bosses back".

By the way, PierG... I assume you're the same PierG that posts on the XP and Agile Forums?

PierG's picture

Yes, it's me :)