How can we make huddles more rewarding, useful and interesting to keep all the team motivated? A few actions we perform in our Customer Success Leader (CSL) daily to make huddles more enjoyable.
Results are down, customer satisfaction is decreasing, morale is on a downward trend, escalations are on the rise, team members blame each other and other departments for the problems, and projects delays are on the rise, sound familiar? Perhaps it is time to take a close look at the root cause of the dysfunctions in your teams and create a single high performance team that you can use to create an example.
Sometimes, agile development teams must face challenges that require more flexibility and shorter response times than what experts recommend, at the same time, they don’t have all the tools, information and resources they need to get the job done. I believe that in such extreme scenarios, when all odds are against the team, there is a type of team that is more likely to succeed: those teams built according to a new T-shaped skills paradigm.
As a person who had been part of the support area for a while, I already knew what was required to be part of it – and not die trying it- but what kind of skills should the person who leads this team have? After sleeping on it, I found a definition that I personally consider quite adequate: whoever is serving as Manager of Support must have the ability to Learn to Learn.