As the saying goes: "A soldier who doesn't want to be a general is not a good soldier." The QA field will follow the accumulation of work experience or the adjustment of the company's organization. Some opportunities for promotion will emerge. At this point, you may be faced with a scenario: the transformation from a business backbone to a leader. It is true that opportunities are always given to those who are prepared. It doesn't matter whether you are in the right position now or are about to face such a transformation opportunity. You should always ask yourself a question: "Am I really ready?"
The preparation here is naturally not only technical. I believe that the reason why you can stand out is that the technical foundation should be up to the standard. But there are still many serious problems that are easily overlooked. This article will not talk about the so-called QA leader appointment standards, because most of the recruitment of JDs is a bit vague. Today I want to talk about new managers, the most overlooked and very serious invisible killers.
1. Everything must be done personally
As an excellent business backbone, you have become accustomed to: asking yourself for doing things well enough, and you will feel that a thing that you were responsible for before, suddenly handed over to others, the TA may not be better than you. At this time, whether you are out of good intentions or worry, you may be tempted to get too involved in specific things. I even do it myself.
As an employee, you are excellent. But this is dangerous as a leader. Because you not only make your subordinates feel that you don't trust him, but also let yourself fall into this specific thing too much. Over time, you not only deprive employees of their due exercise opportunities, but also block their own development.
Therefore, it is necessary to learn properly and let go, allowing employees to make mistakes within a controllable range. What you need to do is to give the right guidance or advice to guide your own growth. No one doesn’t wrestle when you’re just learning to ride a bicycle. How can you ask others to be as good as you all at once? Always give people a chance to grow. This not only requires you to establish a new perspective, but also the courage to allow employees to try and make mistakes. And we must be able to control this kind of trial and error, based on the principle of not affecting the quality of the business, and at the same time actively share their own experience in doing this, and guide employees to progress in the right direction.
2. Will not delegate power
As the saying goes, there are three fires for new officials, and some new leaders are inevitably intoxicated by the newly acquired powers. Especially when the scope of their own authority is not too large, they are even more reluctant to grant some necessary powers to employees. For example, do you always require your approval for every test case? Do you even have to personally determine the schedule for multiple product lines?
If so, your energy will be limited, and your employees will not be able to get enough exercise opportunities. A good solution is to set up a version iteration person in charge of each product line (everyone takes turns to play). Let everyone have the opportunity to exercise planning skills, communication skills, and risk control skills. And you need to pay more attention to the problems that the iteration leader cannot solve, such as the deployment of resources, cross-departmental communication, and the resolution of intractable diseases.
Of course, the opposite is excessive decentralization, which is also a very dangerous situation. It's like a kite flying high and steady, because there is a thread pulling it. Otherwise...you know. To do test management, we must continue to explore this kind of golden mean, so that the management is just right. Regarding the grasp of this measure, you can combine the actual situation of the team. For example, you should properly intervene in core work and delegate stable work to subordinates. For example, the serious problem of your product is that the crash rate is slightly higher, so you can participate in more decisions about how to reduce the crash rate. However, such as regular requirements review, test scheduling, bug follow-up, etc. can be handed over to the iteration leader.
3. Distorted eagerness
Competitiveness is a very good thing, but it is not small if it is used in the wrong place. As a leader, you should have a collective spirit and treat the entire team as a whole. Think more from the perspective of the team. Think more about how to build the team into an industry-leading team. You shouldn't always try to prove that your technical strength is better than an employee in the team. This is completely unnecessary.
I think it’s good, you can “one-click three connections”, or forward or leave a message
Official account: Programmer Erhei, focusing on software testing resource sharing,
Mainly share test foundation, interface test, performance test, automated test, TestOps architecture, Jmeter, LoadRunner, Fiddler, MySql, Linux, resume optimization, interview skills, and actual video data of large-scale test projects
Interested can pay attention
Share the wonderful content with your friends