The power of not solving all problems
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Hey Reader, Today, I want to bring you perspective on something we all face: problems. Should we solve every problem that comes our team’s way? It might surprise you, but the answer isn’t always yes. Some issues are better left alone, at least for a while. Not every problem needs a solution. Sometimes, they just need time. Choosing Your Battles: not every problem is a problem. I can think of at least two types of problems that benefit from our waiting before acting:
I once worked with a group of teams that were overwhelmed with the demands of the upcoming shared backlog that was socialized. The thing is… it was upcoming, not the present. So, we talked about what it could mean and focused on the work currently in our hands. And… it turns out the client asking for the features eventually backed out. Imagine if we had made time and worry to fully accommodate for that yet-to-be-matured request?!
Knowing How to Productively Hold Back Now if you must act, think of your intervention as layered action. There are levels of problem-solving you can offer. And jumping and solving might not be as good as offering support. When it comes to being supportive, it’s all about balance. As a team lead or coach, it’s important to express your willingness to assist, yet it’s equally crucial to avoid overstepping. Your role isn’t to fix every issue but to facilitate a supportive environment where team members feel comfortable seeking help if they choose to. You can simply ask:
Asking is free! Lastly, providing resources is about empowerment. It’s about giving your team the tools and support they need to address problems independently. This doesn’t mean you’re leaving them to fend for themselves; rather, you’re trusting in their ability to navigate challenges, with the reassurance that you’re there to help when truly needed. Sometimes, the most powerful help you can offer is simply being present and available. I was doing laser-coaching with this team. We had 2 hours together to get “things fixed” and they said the main “problem” was the external QA team. I then facilitated a conversation where we explored that wanting to have an external QA team meant having to accept that things would probably be a bit slower and that they would have to proper onboard this new team as far as business knowledge. We also talked about what was like not having a QA team. Lastly, we explored their ambition: “what if we have an external QA team and we go back to our usual pace?”
I didn’t solve anything. I shared expertise on best practices and on what I’ve observed throughout my experience as a software developer and a coach. And I created a space where the team shared their views on the matter of QA, in an organized, facilitated way.
In the end, they were the ones who took the conversation further to make a decision.
So before you jump into providing THE solution, remember that agility isn’t just about quick actions; it’s also about smart decisions on when to act. From the BlogRegardless of your role, this is agile coaching in action. A set of skills for enabling teams and organizations to create their best performance. In this blog post I took some time to give you a material you can use to better explain your role or your interventions to people, and even to fine-tune your own understanding of it for yourself and where you’d like to grow next. Stay curious, stay agile! P Are you on socials? Let's Connect! Never miss a read: allthingsagile.co blog
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