Leader Backlog

Recently, I learned that I have been creating something that not everyone does…my own backlog as a leader.

I can’t remember the first time I created one. I can’t remember why I even knew to create one. I just know that for every team that I’ve worked with for years now, I create and update a backlog. This backlog doesn’t contain my daily tasks, impediments to address that the team raised, etc. Instead, this backlog highlights what I want to challenge the team towards (i.e. what/why of raising the bar in skills/results). For example, within weeks of starting at Pearson, the top of the backlog included:

• Increase Self-Reflection and Self-Accountability (if I want to lead an environment where people are autonomous, a culture of awareness and ownership is necessary)
• Develop a solid understanding of the Technical Project Manager role
• Minimize unhealthy team silos
• …

Now for each item, I might do one or several initiatives to help accomplish the goal.  For example:

• Increase Self-Reflection and Self-Accountability (if I want to lead an environment where people are autonomous, a culture of awareness and ownership is necessary)
  • Change 1-1 meeting expectations (not canceled, not status, not 5 mins) to coaching opportunities
  • Provide continuous feedback (including frequent observation feedback)
  • Practice self-reflection on goals/value/growth (not just a checkmark)
  • …
• Develop a solid understanding of the Technical Project Manager role
  • Clarify and update job description
  • Provide monthly training specific to role
  • Provide continuous feedback
  • Form community of practice
  • …
• Minimize unhealthy team silos
  • Regular team stand-ups
  • Form community of practice
  • Team Building Events
  • Pair individuals for initiatives (update onboarding, etc)
  • …

You should note a couple of things:

1. I didn’t focus on more than 1-3 items at a time.  Yes, sometimes something I did for one, later helped on something else but I kept focused.
2. I didn’t try to completely finish an item before moving onto something else. Meaning, there is always more room to increase mastery. So I created a “definition of done” for the stage of what I wanted to achieve first.  This could then move back up to the top of the priority later for another stage if needed. In addition, this is often an opportunity to transfer ownership to someone within the team to continue the effort.
3. I had to consider what would be most beneficial to the team’s growth. People were not asking for these items. If you only respond to requests for a backlog, you are being too passive. To serve, sometimes you have to lead with intent.
4. My manager and peers knew about this list. This backlog often provided a means for collaboration with my peers, a tool to help my manager understand what I am working towards, and a reminder for me to focus. I had no problems sharing this list but often didn’t unless asked outside of my peers. Overtime, I now just post it near my desk.

These days I frequently ask leaders “what are you challenging your team on right now?”. If they are creating this list, they have an answer.  If the response is specific to only impediments the team is raising, now we have an opportunity to discuss why constantly reacting only as a leader is problematic.

Do you have a backlog for yourself as a leader?