I wholeheartedly agree with point 7 Your goal is for your team to thrive without you.
I spent a lot of time also playing a Scrum Master role in addition to my regular duties. So much so that some managers asked me to pursue this full time. I always explained that my goal is to be there just as a point of contact and that the team should be able to manage itself.
Sadly, I see so many managers, scrum masters, or even regular engineers consider this as a dumb approach to make yourself replaceable. If you don't hoard knowledge then you'll be laid off when the company's numbers look bad.
Whoa an EM that talks to clients? A rare treat. I just got a browbeating because I (an IC) didn't jump at the chance to do more (that) for ~free~ growth. Ahem.
Mind you, we have piles of both kinds of PMs: product, project. Best I can tell, they play video games between calls/status updates. Forgot the blur on more than one occasion. Clownshow, myself included.
These are all things I have seen in my good managers over the years when I had them.
I spent a lot of time also playing a Scrum Master role in addition to my regular duties. So much so that some managers asked me to pursue this full time. I always explained that my goal is to be there just as a point of contact and that the team should be able to manage itself.
Sadly, I see so many managers, scrum masters, or even regular engineers consider this as a dumb approach to make yourself replaceable. If you don't hoard knowledge then you'll be laid off when the company's numbers look bad.
Mind you, we have piles of both kinds of PMs: product, project. Best I can tell, they play video games between calls/status updates. Forgot the blur on more than one occasion. Clownshow, myself included.