Having led software engineering (product and project development) teams for over 20 years, I have found that team fragmentation is one of the most serious risks in team management.
Problems with the underlying team culture and organizational structure, or a lack of purpose and understanding of purpose can lead to team fragmentation. Team members continue to use their formal positions, responsibilities, and executive ranks, intentionally or unintentionally, as a shield against taking on more responsibilities.
Teams in this state are filled with all kinds of estrangement and cliques, and they are farther and farther away from the standard of a good team, gradually losing their creativity and even producing destructive power.
As a product leader , you need inspired, talented teams who believe in your product vision and work passionately toward a common goal - building great products, ultimately achieving all predetermined success criteria, and able to Everyone is proud of this !
Building an inspired and talented product development team is never easy - you need the right mix of the right approach, the right people and the right culture. Specific recommendations are as follows:
Star team, one team is enough
A team that can work towards Latest Mailing Database ambitious and meaningful goals requires only one team. Substitute teams, management levels, bureaucracy, office politics, bureaucracy, etc., will erode the enthusiasm of the team and hinder the emergence of "star teams": you can try to create some "sandboxes" and additional personnel, try to experience ( within the team) shirk responsibility and a sense of lethargy.
Deliver the vision
Whatever you want to build: product, solution, component or prototype. Make sure the team can see the blueprint so they can understand the strategy and the rationale behind major decisions. Each member can "know the truth, know the reason" and connect it with the actual work. I firmly believe that the stronger the team, the greater the need for a great purpose and a clear vision.
As a product leader, you need to articulate the roadmap and the opportunities it contains. For example, why a successful product launch serves customers better, and what profit and value it brings to the company, the team, and each member.
It is important to communicate the vision and articulate the opportunities, but you also need to be grounded, detailing the risks and challenges and how to face them. The team cares about whether you are ready when tough decisions need to be made.
Today's project/product manager or leader must be deeply entrepreneurial: the company sets the mission, provides the resources to build a great product and take it further to market. In this case, the entrepreneur (or the leader of the business) needs to use the resources provided (talent, equipment, code, etc.) to "achieve the intended goal" in the best way possible. This entrepreneurial and innovative mentality needs to be inherited in every member of the team.
Frequent proactive exchanges of core vision and key messages. Ensuring that the team remains entrepreneurial in real time - it's also a core driver of great project or product execution.
no process management
Process management sucks, especially for talented engineering teams. If you can't help but want to manage the process, you might as well start looking for the root cause that's triggering you. There may be a problem with a position (including yours), or it may be the performance or state of the team that you are not satisfied with.