How should I explain to the senior members of my team that our CTO is also our stakeholder?
The context is the following.
During a corporate restructuring that happens this year, there were many resignations and layoff in my current company. Our CTO lives in New Zealand and we are based in Belgium.
The team I'm currently managing is brand new. However, among the remaining guys, the feeling is that the CTO did not help find solutions during this transition time. Many of the guys were left on their own, this leading to resignations.
True or not, I'm not sure. But I can say that from far, the CTO , my direct line manager cares about the wellbeing of the team and the successful outcome of the projects.
Since I'm here, he is taking extra care to reinforce his distant authority by having a bi-weekly call with me and is very curious about what is going on with the team:
Is the project on schedule, is the customer happy, etc?
The feeling among senior members is that we only own the customer, results, not our CTO, and that he is going default us at some points, so why do we need to please him.
My question is the following:
- Should I mentioned to my team that past is past, and that we need to move forward, regardless of what has happened in the past and also use some pedagogy to explain that our CTO is a de-facto stakeholder?
management customer-service
asked Dec 1 at 20:12
John Legas
7822412
add a comment |
The context is the following.
During a corporate restructuring that happens this year, there were many resignations and layoff in my current company. Our CTO lives in New Zealand and we are based in Belgium.
The team I'm currently managing is brand new. However, among the remaining guys, the feeling is that the CTO did not help find solutions during this transition time. Many of the guys were left on their own, this leading to resignations.
True or not, I'm not sure. But I can say that from far, the CTO , my direct line manager cares about the wellbeing of the team and the successful outcome of the projects.
Since I'm here, he is taking extra care to reinforce his distant authority by having a bi-weekly call with me and is very curious about what is going on with the team:
Is the project on schedule, is the customer happy, etc?
The feeling among senior members is that we only own the customer, results, not our CTO, and that he is going default us at some points, so why do we need to please him.
My question is the following:
- Should I mentioned to my team that past is past, and that we need to move forward, regardless of what has happened in the past and also use some pedagogy to explain that our CTO is a de-facto stakeholder?
management customer-service
asked Dec 1 at 20:12
John Legas
7822412
add a comment |
The context is the following.
During a corporate restructuring that happens this year, there were many resignations and layoff in my current company. Our CTO lives in New Zealand and we are based in Belgium.
The team I'm currently managing is brand new. However, among the remaining guys, the feeling is that the CTO did not help find solutions during this transition time. Many of the guys were left on their own, this leading to resignations.
True or not, I'm not sure. But I can say that from far, the CTO , my direct line manager cares about the wellbeing of the team and the successful outcome of the projects.
Since I'm here, he is taking extra care to reinforce his distant authority by having a bi-weekly call with me and is very curious about what is going on with the team:
Is the project on schedule, is the customer happy, etc?
The feeling among senior members is that we only own the customer, results, not our CTO, and that he is going default us at some points, so why do we need to please him.
My question is the following:
- Should I mentioned to my team that past is past, and that we need to move forward, regardless of what has happened in the past and also use some pedagogy to explain that our CTO is a de-facto stakeholder?
management customer-service
asked Dec 1 at 20:12
John Legas
7822412
The context is the following.
During a corporate restructuring that happens this year, there were many resignations and layoff in my current company. Our CTO lives in New Zealand and we are based in Belgium.
The team I'm currently managing is brand new. However, among the remaining guys, the feeling is that the CTO did not help find solutions during this transition time. Many of the guys were left on their own, this leading to resignations.
True or not, I'm not sure. But I can say that from far, the CTO , my direct line manager cares about the wellbeing of the team and the successful outcome of the projects.
Since I'm here, he is taking extra care to reinforce his distant authority by having a bi-weekly call with me and is very curious about what is going on with the team:
Is the project on schedule, is the customer happy, etc?
The feeling among senior members is that we only own the customer, results, not our CTO, and that he is going default us at some points, so why do we need to please him.
My question is the following:
- Should I mentioned to my team that past is past, and that we need to move forward, regardless of what has happened in the past and also use some pedagogy to explain that our CTO is a de-facto stakeholder?
management customer-service
management customer-service
asked Dec 1 at 20:12
John Legas
7822412
asked Dec 1 at 20:12
John Legas
7822412
asked Dec 1 at 20:12
John Legas
7822412
asked Dec 1 at 20:12
John Legas
7822412
asked Dec 1 at 20:12
John Legas
7822412
7822412
add a comment |
add a comment |
1 Answer
1
active
oldest
votes
Should I mentioned to my team that past is past, and that we need to
move forward, regardless of what has happened in the past and also use
some pedagogy to explain that our CTO is a de-facto stakeholder?
Without knowing what is meant by "we need to please him", your team will have nothing actionable to do. Instead of talking to your team in such sweeping generalities, tell them specifically what they have to do, and which approvals are required.
For example:
- If they need to build a feature because the CTO wants it, just direct them to build the feature.
- If the CTO needs to sign off on the requirements and later the completed feature, make sure the CTO is included in the requirements review and the feature acceptance processes
- etc.
Show leadership and eventually, your team will get the message.
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
add a comment |
Your Answer
StackExchange.ready(function() {
var channelOptions = {
tags: "".split(" "),
id: "423"
};
initTagRenderer("".split(" "), "".split(" "), channelOptions);
StackExchange.using("externalEditor", function() {
// Have to fire editor after snippets, if snippets enabled
if (StackExchange.settings.snippets.snippetsEnabled) {
StackExchange.using("snippets", function() {
createEditor();
});
}
else {
createEditor();
}
});
function createEditor() {
StackExchange.prepareEditor({
heartbeatType: 'answer',
autoActivateHeartbeat: false,
convertImagesToLinks: false,
noModals: true,
showLowRepImageUploadWarning: true,
reputationToPostImages: null,
bindNavPrevention: true,
postfix: "",
imageUploader: {
brandingHtml: "Powered by u003ca class="icon-imgur-white" href="https://imgur.com/"u003eu003c/au003e",
contentPolicyHtml: "User contributions licensed under u003ca href="https://creativecommons.org/licenses/by-sa/3.0/"u003ecc by-sa 3.0 with attribution requiredu003c/au003e u003ca href="https://stackoverflow.com/legal/content-policy"u003e(content policy)u003c/au003e",
allowUrls: true
},
noCode: true, onDemand: true,
discardSelector: ".discard-answer"
,immediatelyShowMarkdownHelp:true
});
}
});
Sign up or log in
StackExchange.ready(function () {
StackExchange.helpers.onClickDraftSave('#login-link');
});
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
Required, but never shown
StackExchange.ready(
function () {
StackExchange.openid.initPostLogin('.new-post-login', 'https%3a%2f%2fworkplace.stackexchange.com%2fquestions%2f123808%2fhow-should-i-explain-to-the-senior-members-of-my-team-that-our-cto-is-also-our-s%23new-answer', 'question_page');
}
);
Post as a guest
Required, but never shown
1 Answer
1
active
oldest
votes
1 Answer
1
active
oldest
votes
active
oldest
votes
active
oldest
votes
Should I mentioned to my team that past is past, and that we need to
move forward, regardless of what has happened in the past and also use
some pedagogy to explain that our CTO is a de-facto stakeholder?
Without knowing what is meant by "we need to please him", your team will have nothing actionable to do. Instead of talking to your team in such sweeping generalities, tell them specifically what they have to do, and which approvals are required.
For example:
- If they need to build a feature because the CTO wants it, just direct them to build the feature.
- If the CTO needs to sign off on the requirements and later the completed feature, make sure the CTO is included in the requirements review and the feature acceptance processes
- etc.
Show leadership and eventually, your team will get the message.
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
add a comment |
Should I mentioned to my team that past is past, and that we need to
move forward, regardless of what has happened in the past and also use
some pedagogy to explain that our CTO is a de-facto stakeholder?
Without knowing what is meant by "we need to please him", your team will have nothing actionable to do. Instead of talking to your team in such sweeping generalities, tell them specifically what they have to do, and which approvals are required.
For example:
- If they need to build a feature because the CTO wants it, just direct them to build the feature.
- If the CTO needs to sign off on the requirements and later the completed feature, make sure the CTO is included in the requirements review and the feature acceptance processes
- etc.
Show leadership and eventually, your team will get the message.
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
add a comment |
Should I mentioned to my team that past is past, and that we need to
move forward, regardless of what has happened in the past and also use
some pedagogy to explain that our CTO is a de-facto stakeholder?
Without knowing what is meant by "we need to please him", your team will have nothing actionable to do. Instead of talking to your team in such sweeping generalities, tell them specifically what they have to do, and which approvals are required.
For example:
- If they need to build a feature because the CTO wants it, just direct them to build the feature.
- If the CTO needs to sign off on the requirements and later the completed feature, make sure the CTO is included in the requirements review and the feature acceptance processes
- etc.
Show leadership and eventually, your team will get the message.
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
Should I mentioned to my team that past is past, and that we need to
move forward, regardless of what has happened in the past and also use
some pedagogy to explain that our CTO is a de-facto stakeholder?
Without knowing what is meant by "we need to please him", your team will have nothing actionable to do. Instead of talking to your team in such sweeping generalities, tell them specifically what they have to do, and which approvals are required.
For example:
- If they need to build a feature because the CTO wants it, just direct them to build the feature.
- If the CTO needs to sign off on the requirements and later the completed feature, make sure the CTO is included in the requirements review and the feature acceptance processes
- etc.
Show leadership and eventually, your team will get the message.
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
answered Dec 1 at 20:24
Joe Strazzere
242k1187071003
242k1187071003
add a comment |
add a comment |
Thanks for contributing an answer to The Workplace Stack Exchange!
- Please be sure to answer the question. Provide details and share your research!
But avoid …
- Asking for help, clarification, or responding to other answers.
- Making statements based on opinion; back them up with references or personal experience.
To learn more, see our tips on writing great answers.
Some of your past answers have not been well-received, and you're in danger of being blocked from answering.
Please pay close attention to the following guidance:
- Please be sure to answer the question. Provide details and share your research!
But avoid …
- Asking for help, clarification, or responding to other answers.
- Making statements based on opinion; back them up with references or personal experience.
To learn more, see our tips on writing great answers.
Sign up or log in
StackExchange.ready(function () {
StackExchange.helpers.onClickDraftSave('#login-link');
});
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
Required, but never shown
StackExchange.ready(
function () {
StackExchange.openid.initPostLogin('.new-post-login', 'https%3a%2f%2fworkplace.stackexchange.com%2fquestions%2f123808%2fhow-should-i-explain-to-the-senior-members-of-my-team-that-our-cto-is-also-our-s%23new-answer', 'question_page');
}
);
Post as a guest
Required, but never shown
Sign up or log in
StackExchange.ready(function () {
StackExchange.helpers.onClickDraftSave('#login-link');
});
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
Required, but never shown
Sign up or log in
StackExchange.ready(function () {
StackExchange.helpers.onClickDraftSave('#login-link');
});
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
Required, but never shown
Sign up or log in
StackExchange.ready(function () {
StackExchange.helpers.onClickDraftSave('#login-link');
});
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
Required, but never shown
Required, but never shown
Required, but never shown
Required, but never shown
Required, but never shown
Required, but never shown
Required, but never shown
Required, but never shown
Required, but never shown
