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Making stuff and managing the process are two different things. I always tried to not combine the two. As long as you are supporting your team’s growth, and helping them to understand what makes a good idea good, you are winning. Which means sometimes you have to let a team’s ideas fail. Your juniors will be less bummed when they finally get there. You can give them a map, but grabbing them by the hand and taking them there is super frustrating for everyone. I was able to crack the code on this with my team when I finally could explain to them the way I judge ideas, the criteria I use, the questions I ask of the work. It was like the lightbulb got turned on in the room.
What’s the process where you work? You have ideas and get the juniors to execute them?
Seems backwards af to me