Have you ever been in the situation where the team you're leading has a developer who's quite out of their depth? I've been in a situation where a developer who was employed as a senior, but worked at a more junior-mid level. How do you go about leading there? I found they were often quite headstrong (as I once was as a mid-level who "knew it all").
Not been in such situation, but I'd say you wouldn't know until they show their willingness to try.
Even then, with some mentoring and coaching you will help them grow and also understand their gaps and start filling them.
This article was for those who believe they're ready but don't have a chance to prove themselves because they think they should have a title to be able to lead
Thank you. I must admit, it was very difficult, and something I always considered a failure on my part. For my part, the most success came from repeating spoken agreements in writing, and documenting all procedures, practices, and guidelines as best as possible. It did feel a little overkill as all of that was effectively for only one person in the team, and the vast majority of it had no benefit for other team members (e.g. when it was documentation on a ticket of work that was not going to be looked at once completed), but it did help get some other good practices going in the team with documenting against the dreaded "bus" situation.
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Have you ever been in the situation where the team you're leading has a developer who's quite out of their depth? I've been in a situation where a developer who was employed as a senior, but worked at a more junior-mid level. How do you go about leading there? I found they were often quite headstrong (as I once was as a mid-level who "knew it all").
Not been in such situation, but I'd say you wouldn't know until they show their willingness to try.
Even then, with some mentoring and coaching you will help them grow and also understand their gaps and start filling them.
This article was for those who believe they're ready but don't have a chance to prove themselves because they think they should have a title to be able to lead
Thank you. I must admit, it was very difficult, and something I always considered a failure on my part. For my part, the most success came from repeating spoken agreements in writing, and documenting all procedures, practices, and guidelines as best as possible. It did feel a little overkill as all of that was effectively for only one person in the team, and the vast majority of it had no benefit for other team members (e.g. when it was documentation on a ticket of work that was not going to be looked at once completed), but it did help get some other good practices going in the team with documenting against the dreaded "bus" situation.