You assign tasks to subordinates and chase up for updates as soon as you feel they should have been done. Regardless of what your subordinates are currently doing, you believe they should be working on something else. You have just assigned task to a subordinate and immediately you follow up with instructions on how they should be doing it. You are so bothered about how they spend their time; and you just need to ensure that they have enough work for 40 hours a week, that’s what their contracts says anyways.
An autonomous and self-managing team thrives when hierarchies take a backseat, allowing Scrum accountabilities to drive the ways of working. While organizational hierarchies persist, especially during the formation of Scrum Teams, it’s crucial to discuss privileges and their impact on a team’s ability to self-manage.
Hierarchical Privilege: This explicit form of privilege arises when a Scrum Team comprises employees with varying levels of seniority. Senior employees wield influence, sometimes making unilateral decisions that affect the entire team.
