There is often a gap in how we talk about “vision” in management. To me, vision isn’t just a static map of where your team will be in a year; it is the thinking or driving force that must evolve over time for your team to succeed.
To lead effectively, you have to look at the full picture: What pain points have you faced in the last six months? What shifting dynamics will you face in the next six months? What indicators tell you the team is prepared for that change?
Management is the ability to navigate those shifts week-over-week and month-over-month, adapting to change as it happens.
Learning to Adapt: The Power of Cross-Pollination
In my experience, vision is realized through the structures we build. For my team, we had to rethink our philosophy on how we deal with bugs and how we incorporate that into our capacity. We also looked at how we handle cross-functional knowledge.
We decided to try something new: we started putting more than one person on a feature. By incorporating this into our workflow, we created a “cross-pollination” of knowledge that lifted the overall team. It was successful because we were willing to try different things and get quick feedback on what worked and what didn’t.
As a leader, you have to be open to that feedback loop. That is how you drive and influence a team to meet the criteria for success.
Seeing the Forest Between the Trees
Many teams run into issues because of a lack of awareness. If a manager doesn’t understand the real problem or the “sticking point” preventing success, they get lost. It’s the classic problem of seeing the forest between the trees—if you get too caught up in the individual trees, you won’t deliver the change needed for the team to continue succeeding.
Your focus needs to be on a swivel. You must constantly ask: What are the most important things I am going to be judged on?
Separating the truly important from the unimportant is a constant challenge. You might personally want to work on something—like changing how a specific piece of code works—but you have to rationalize it. If no one is complaining about it and there’s no upcoming need for it, you can’t let it drive your decisions.
If a manager picks something that isn’t impactful:
- You won’t prioritize it appropriately.
- Even if you do, it won’t yield the benefits you need.
- It diverts the team’s attention from what actually matters.
Avoiding the Bottleneck
Your role as a manager is a continuous evolution. You might be focusing on the team’s direction one day, and addressing skill gaps or behavioral dynamics the next.
While you have your own style, I firmly believe you must adapt that style to your team. You need people around you who see things similarly or who feed off your strengths and weaknesses. Most importantly, you cannot be the bottleneck.
Certainly, you can “plant your flag” on certain things where you must be in the loop, but your primary job is to be the model for your team. This means:
- Showing up when it counts most.
- Being in tune with what they need to succeed.
- Making sure they know you are available to help at the drop of a hat.
When the going gets tough, you put a smile on your face and you tell people how it is. That is how you develop respect.
The Necessity of Healthy Friction
If I create a plan and everyone immediately says it’s a good idea, I actually get concerned. Something is wrong.
If the team has a right understanding of the vision, they should be questioning you. I find myself constantly arguing my point and explaining the “why” behind our direction. This ensures that I am thinking critically about our priorities, but it also ensures the team is thinking critically, too.
Ultimately, management isn’t about having all the answers—it’s about building a working group of people who can navigate the right direction together.
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