Be Aware of Context. Depending on how experienced your PO and team are with regards to the product, you might need to be more hands-on or more hands-off. You might need to take decisions for them or let them take decisions.
Hackman describes this really well with his authority matrix. The more autonomy a team is supposed to receive, the more skills they need to be able to remain functional. #Enablement is maybe even more important than #Empowerment.
Sohrab Salimi 10 lessons for product leaders.
https://twitter.com/sohrab21/status/1449817394604613640
Based on studies on airlines, Hackman (1986) discussed the relationship between different types of performing units and the amount of authority. Hackman paid special attention to how authority was distributed between those who execute work and those whose responsibilities are mainly managerial. The self-managing performing unit has a certain but limited amount of authority, while the self-designing and self-governing unit has more responsibility (see Fig. 1). In agile software development, the team is accorded full authority to do whatever it decides is necessary to achieve the “goal” (Schwaber and Beedle 2001), however, what this means in a large-scale setting is not understood. Lee and Edmondson (2017), in their study of two large software companies and a large processing company, give examples of how Hackman’s understating of authority can be applied. Lee and Edmondson found that authority over work execution was fully decentralized in their cases, but not for other decision domains.
Finding the sweet spot for organizational control and team autonomy in large-scale agile software development
https://link.springer.com/article/10.1007/s10664-021-09967-3
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