Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done

The first thing to check is that we are not reading the principle too quickly, but actually reading it and absorbing the detail that’s written.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done

1. Build projects around motivated individuals. 

2. Give them the environment and support they need, 

3. and trust them to get the job done

The 1990s

Leading up to the 1990s, and what we now recognize as the knowledge revolution spearheaded by the internet, the simple logic was that seniority brought with it knowledge. So it was easy to understand a hierarchical system where the knowledgeable commended the less so.  What changed?  Knowledge and the applications of new skills that only younger team members possessed became the norm.

The intent of this principle

If the world was changing and any script kiddy could make software how can we scale this into teams and how can leaders help, if in-fact, they are not experts themselves? This principle is clear, motivating, supportive and most importantly the tools.  

Today (+20 years on)

The last few words are especially pertinent.  To get the job done.  Teams don't want table tennis tables and pizza, they want good servers and bleeding-edge software tools. What this principle is not asking for is;

• Treating experts like your children

• Project treating people like resources

The truth is that projects by their nature make this principle difficult to adhere to and product-centric team are probably the best manifestation.