It cuts both ways: Technical competence. Having highly competent people on your Team can make or break your project.
Genius, geek, propeller-head – just some of the labels we place on people who are gifted in technical insight and skills. And it’s great when they come through for the project, solving a difficult problem that’s been holding the Team back.
Yet you must also be familiar with this scene: You’re meeting with the Team explaining your vision for a new product or feature, and as you’re talking you glance across at the major brain in the room. His eyes are glassy; he has that distant look about him.
An impact, either way
Yes, he’s started to make decisions, design the architecture, code the system, right there, in his head.
And while this hyper-productivity may be admirable, it’s questionable whether it is functionally effective towards meeting your project’s objectives. After all, you haven’t finished imparting the vision.
The code that’s written at that moment, in his head, may have a significant impact on your project’s success. Has he heard everything of significance? Has he factored it all in? How strongly is he able to exert his will over others? Are other team members included or squeezed out from that point? If he’s made a wrong call, does he have the emotional intelligence to back down?
Technical competence can be a powerful ally to market place success, but it can just as easily confine your product to the ranks of the also-rans.
Reaping rewards comes after mitigating risk. Bringing the Team’s technical competence to bear at the right time and in the right way will give your product a shot at greatness.
