issue 25 - week of february 26, 2024

Editor’s Note

Hello All!

We made it to Wednesday. I appreciate you all understanding my mandated break from screens last week.

I still have a knot on my head, but I’m OK (mostly back). However, my husband has instructed me to let babies learn life lessons and not dive into walls to break their fall. 🤣🤣

In today’s issue, we’re tackling the case of the team member who is just not working out - but it’s actually calculated and on purpose. True story, once upon a time in my career, I thought I could help everyone. There was a person who would take days to make a config change. Eat up the lead’s time for the simplest of requests. He was a smart dude and interviewed extremely well.

I thought of every single permutation of what could be going on. Was it a divorce? Health scare? Does he not fit in with the team? Did we miss something critical in onboarding? Maybe a loved one died? Mid-life crisis? Adult autism?

Y’all lol. Then I thought it was me.

I’m not technical. Maybe a config change should take days. 🤷🏾‍♀️

Yea, I believe everyone has good intentions.

It was none of that. He knew the team would pick up the slack if he didn’t do his work. And it was SOMETHING EVERY SINGLE SPRINT. #takethewheel

So finally, after the team morale was impacted and sprint commitments weren’t met (don’t be like me), I had to address it for what it was.

Our feature today will give you some tips so you can learn from my taking too long to nip this in the bud.

We also have some cool recs for you in this issue.

As always, I appreciate all of you on this journey with me. Thank you all so much for 70-80% open rate per issue. You guys are real ones.

Stay Blessed Fam!

Until next Wednesday,

Phedra, Founder at HCPM

this week’s picks

recs for your delivery goals - uncommon sources with nuggets of wisdom

1. 📺 Watching: This overview on The Project Canvas. Some folks like a project charter. But when time is tight (or you have to quickly build context across a portfolio), I prefer the project canvas. They’ve taken the business model canvas and given you a one-stop infographic of “What are we doing?” “Who signed off on this?” “Why are we doing it?” “How will we do it?” “What do we get out of this?” Trust me 18 months into any venture and people just start checking boxes. This is a great tool to build and maintain alignment across multi-team, multi-year types of engagements.

2. 📚 Reading: This article addresses strategies for digital leaders to nurture high-performing digital organizations during economic downturns. It emphasizes the importance of focusing on essential priorities, making or saving money for the company, rallying around delivery, enlisting automation, busting silos, managing vendors effectively, building institutional knowledge, innovating within constraints, setting a clear vision, and fostering kindness and safety. LOL that was a lot of commas!

3. ✔️Trying: Hiring tech talent is hard. How do you ensure diversity and broaden your reach so all of engineering doesn’t look alike? A code assessment platform could be a good way to do this. Take a look at CodeSignal.

Have a recommendation? Send it to: [email protected].

feature: spotting weaponized incompetence & what to do about it

There are so many things to look out for these days.

You have the quiet quitters - doing the bare minimum to stay off anyone’s radar.

You have the over-employed working as many jobs as possible. Inflation is wild, so I kinda get this, but it’s an ethics issue if it’s a “no no” at your current employer.

Well, I get a new one for you.

Weaponized incompetence. 

Weaponized incompetence is a deliberate behavior where an individual intentionally performs a task poorly, or refuses to learn how to do it correctly, with the intention that someone else will notice their inability and take over the responsibility. This tactic is used to avoid responsibility by feigning incapability, shifting the burden onto someone else.

I see the wheels turning in some of your heads.

This is a thing.

Let’s walk through a few scenarios that would make you question your sanity (because you set up everyone for success).

Scenario 1: Missing Deadlines

Description: A team member consistently misses deadlines, claiming they didn't understand the task requirements or timeline, despite clear instructions and resources available.

Empathetic Probe: In a one-on-one meeting, ask open-ended questions about their understanding of the project and any obstacles they're facing. Show understanding and offer support to navigate these challenges together.

Scenario 2: Quality of Work

Description: An individual delivers work that is significantly below the team's standard, arguing they thought it met the necessary criteria, even when guidelines were explicitly communicated.

Empathetic Probe: Discuss specific aspects of their work that didn't meet the standards and understand their perspective. Offer constructive feedback and resources for improvement, such as training or mentorship.

Scenario 3: Avoiding Responsibilities

Description: A team member frequently avoids taking on new tasks, claiming they're too complex or outside their skill set, even when they align with their role and capabilities.

Empathetic Probe: Explore their concerns about the tasks and discuss their skill set. Reinforce your confidence in their abilities and discuss a plan for skill development and support.

Y’all can tell I’m patient. I care about people. So I’m going to try everything in my power to help this kind of person turn around and meet expectations.

So what do you do? You will have to manage them out in a compliant way.

Managing Out Weaponized Incompetence Successfully:

• Clear Communication: Establish clear expectations and guidelines for tasks and projects. Ensure that everyone understands their responsibilities and the standards expected of them.

• Supportive Environment: Create a supportive environment that encourages team members to seek help and resources when needed. Promote a culture of learning and growth.

• Regular Feedback: Implement regular feedback loops where team members can receive constructive criticism and recognition for their work. This encourages improvement and accountability.

• Address Issues Promptly: When signs of weaponized incompetence appear, address them promptly and privately with the individual. Discuss the impact of their actions on the team and work together to find solutions.

• Development Plans: For individuals struggling with their responsibilities, develop a personalized improvement plan that includes training, mentorship, and achievable milestones.

• Reassignment or Exit Strategy: If, after support and intervention, there's no improvement, consider reassigning the individual to a role better suited to their skills or, as a last resort, an exit strategy from the team.

Conclusion:

Identifying and managing weaponized incompetence requires a keen eye and a compassionate approach. By fostering an environment of transparency, support, and accountability, leaders can mitigate these behaviors and maintain a productive and collaborative team atmosphere.

letting all the working parents know we see them like

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