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The amount of absolutely trivial garbage they are doing is insane. He has a backfill of about 60 tickets and of the 10 we’ve reviewed only 2 will continue to be worked on. I get why they’re stressed - with that much backfilled work I would be too! But… holy sh*t are they doing it to themselves. I am going to have to train them on how to prioritize, and I know they are going to fight me on it because they have been vigorously defending the need for them to do every ticket in their queue. In the meantime, they have barely been able to do any of the work asked leadership over thr past year (there was no manager on this team before me).
A bit stressed but I suppose helping make their lives better was a major part of becoming a manager.
Was in a similar situation.
What worked for me was - I literally took over a part of their workload, built prioritization, automation (like identifying client PMO to help us with mass Jira uploads) and delegation systems around it. They saw me go through my list in fraction of the time, and EACH one of em transitioned to that way of doing things.
Some even identified and implemented more ideas to improve the process and we ended up with something remarkable, much to the clients amazement.
More importantly, gave me a taste of the operating nuances of the project that I could use to push back on velocity and scope in the executive product discussions.
Present the Eisenhower matrix to them.
That the most useful framework I have ever used together with agile (time) pomodoro/GTD.
Congrats to the senior that passed the latest to me if he’s out here ;-)