It would seem that the blog post about treating project managers like 3 year olds hit a few nerves. This response from Joe hit a nerve with me.
“Make it their problem, not yours. The trick here is to turn the tables so the child bears the consequence of their action. So when he writes on the wall, instead of shouting at him and cleaning it up yourself, take a deep breath then show him how to clean it himself.”
The reason it hit a nerve was because I drew on the walls of my parents house when I was 6. Normally I wouldn’t have been shouted at. They we’re in the process of trying to sell the house though. With people due to view in a few hours time, crayon drawings all over the walls wasn’t going to be a strong selling point.
In contrast I also remember finding some screw drivers and starting to take the plug sockets in the house apart. That tester inquisitiveness came out at an early age. In this instance the reaction from my mum was swift but firm. She wasn’t going to let me make that mistake. Fortunate really. Otherwise that tester inquisitive would have ended quite quickly.
It does highlight the fact that the best test managers are always the ones that allow you to draw on the walls. More than that when you know things aren’t looking so good (perhaps your drawings weren’t that good) the good test managers are so approachable that you always feel supported whilst making those mistakes. An essential part of learning.
The worst test managers are the ones that let you stick screw drivers in plug sockets.
A number of very good test managers have really impressed over the years. To the extent that I always thought, when I’m in that position I’ll make sure I do it that way too. Like a lot of things in life, when someone makes it look simple, it’s usually because they’ve spent ages learning and perfecting.
Whilst I’d like to think I’m good at letting people draw on the walls, I know I’ve still got some way to go to perfect this. Usually when the team is up against it with a looming deadline, mistakes always seem much larger than they really are. The temptation to take over and correct the mistake, in order to keep things on track, can be very strong. Resisting that desire to put it right is far from easy.
The consequences, and I know this from experience, of putting others mistakes right are usually far worse. Stepping in to take over something will, 99% of the time, result in de-motivated and de-moralised staff. When people have stepped in, and taken over something I’ve been doing, I know I’ve switch off immediately. I find myself thinking, if you want to do this better then I’ll leave you too it.
So whilst the temptation to step in and clear up is difficult to resist, the messages is simple.
Let them draw on the walls. Just don’t let them stick screw drivers in the plug sockets.