Nice to read. I have a new manager who has refered to me as the Brent (phoenix project) of the company. I don't feel like a hero but because of my role and the size of our team, I am always a bottleneck. I am also a bit of a hero by attrition, if that makes sense. As I my tenure with the company extends, I am often the only one left who knows how the sausage was and is made. Combine attrition with a lack of documentation and you become a shamen class hero. I guess this kind of hero is somewhere between shitty and mildly necessary on the spectrum.
To break out of this mode I have taken to a documentation everywhere approach. I'm trying to demystify my work also. In a org that isn't focused on technology, it is a challenge to relay concepts without exposing the complexity. Because even basic things are often seen as magical. Because some people don't believe they can understand technology.
As a leader, I try to recognize the heroes who get things done without heroics.
The team just delivered a release without stress or overtime? Run it up the flagpole. Tell the story that shows it can be done. Include specifics (from the team retrospective) about what they did that made it possible.
Sometimes it's hard to get attention if there wasn't a crisis, but it's worth the work to try.
Nice to read. I have a new manager who has refered to me as the Brent (phoenix project) of the company. I don't feel like a hero but because of my role and the size of our team, I am always a bottleneck. I am also a bit of a hero by attrition, if that makes sense. As I my tenure with the company extends, I am often the only one left who knows how the sausage was and is made. Combine attrition with a lack of documentation and you become a shamen class hero. I guess this kind of hero is somewhere between shitty and mildly necessary on the spectrum.
To break out of this mode I have taken to a documentation everywhere approach. I'm trying to demystify my work also. In a org that isn't focused on technology, it is a challenge to relay concepts without exposing the complexity. Because even basic things are often seen as magical. Because some people don't believe they can understand technology.
Jeez, I'm rambling on, thanks for the post.
Not rambling - really appreciate the comment. I can relate a lot to your situation - which I guess provided a lot of inspiration for the post.
As a leader, I try to recognize the heroes who get things done without heroics.
The team just delivered a release without stress or overtime? Run it up the flagpole. Tell the story that shows it can be done. Include specifics (from the team retrospective) about what they did that made it possible.
Sometimes it's hard to get attention if there wasn't a crisis, but it's worth the work to try.