- Approve all leave requests immediately. They’ve already earned it; playing gatekeeper over when they use it is patronizing.
- Take responsibility for problems. If you’re late, don’t blame your team. If someone’s not performing, it’s your job to handle it with them directly.
- Be a good shit shield. If this job was easy, you wouldn’t get paid so much to do it. That means there are going to be political battles, competition for resources, complaints, demands for you to justify your methods or even your existence, et cetera. Your team needs to know they can trust you to take care of the external turmoil, so they can concentrate on building the thing.
- Don’t waste their time. If you’re holding weekly hour-long meetings, you’re probably doing it wrong. If you need to plan or review a sprint, solve a problem, make a decision as a team, fine. Status meetings, if needed, should be fast, which is why many teams do them standing up. Meet with purpose.
- Spend time with them. Ideally you’ll all work together in a big room, but that’s rare. Answer emailed questions by walking over and talking about it. Sit with them, in your office or theirs, to solve problems. Call remote team members every couple of days, even if only for a few minutes. Ask for feedback on your own work. This is how great leaders always seem to know what’s going on.
Remember that even though you’re all a team, you’re the one who decides what it’s like to be on the team.