So, it’s been a very hectic week. Klaus was being, well, Klaus. And this time, he managed to trigger so many people – our scrum master, even his own peers. All over Q4 planning, of all things.
The Epic Disaster 📊
Here’s what happened: Klaus added 13 epics to our Q4 roadmap. Thirteen! His peer had mentioned a couple of days before the final presentation to remove a few since it’s the Christmas quarter with lots of expected vacations. When she brought this up, I was presenting and Klaus was on leave. We had maybe 10 epics at that point.
But instead of removing any? He added 3 more.
I mentioned to him afterward that we should remove some, and he kind of agreed at the time. But nothing changed. It seems like he doesn’t have any real work to do and he’s acting all crazy. He used to have few departments under him, but now that’s gone. He’s left with just ours.
Maybe he’s trying to penetrate inside our team. It’s too much, man.
The Communication Nightmare 💬
I don’t understand what he’s expecting. Most of what he talks doesn’t make sense – it’s all gibberish. And it’s even worse when he types messages. He writes like he’s completely lost it: “What do you do all day?”, “I’m angry with you.”
Seriously? This is a professional environment. I just stepped into this role – you don’t start with 5th gear right away.
Finding My Leadership Philosophy 🌱
I told him the other day to reduce the tasks because it’s time to build the team’s morale. The old PO left the org, and usually when a good lead leaves, the team goes into a little black hole. They need time to adjust to the new system, to me as their new PO. They should feel comfortable with me.
It’s better to give some breathing space, show them everything is alright. Klaus should be supportive of the team, of me, of all these changes. But that’s not happening.
The Pattern I’m Seeing 🔄
Here’s what really gets me: Klaus holds himself together during calls – acts all cool and professional. But then he types these weird, mood-killing messages afterward. It’s like dealing with two different people.
This week, I felt again like maybe I should give up because Klaus was being such an ass. But I’m not giving up. At least not yet. I need to see this through and work through this challenge.
What Kind of Leader I Want to Be 💪
I know what type of leader I need to become. I will not micromanage the team. I want to pick people who are crazy and passionate about the work they do – that’s really important to me.
My approach? Tell them what I’m expecting this quarter, and that’s it. Set them free.
You see, team matters a lot, and for an amazing team, you’re supposed to give them freedom. I feel like my team is like that – you hold them too tight, they don’t like it. They do amazing work and exceed your expectations when you let them be free.
But if the team isn’t performing, then yeah, you have to micromanage. That’s just reality.
Moving Forward Despite the Chaos 🚀
This whole situation with Klaus is teaching me what I don’t want to become as a leader. The constant pressure, the unclear communication, the mood swings – none of that builds a strong team.
I’m learning that sometimes the biggest challenge isn’t the work itself, but navigating the personalities and politics around it. And right now, that’s exactly what I’m doing – one day at a time.
Until next time, Keep It Raw, Keep It Real! 😎✌️🔥
🤖 This blog was written with the help of AI. The ideas and thoughts are mine, but the writing was assisted.
