How to Lead a Happier and Successful Test Team – Test Leadership Part 2

It’s recognized that directing a test team necessitates unique strategies beyond traditional management techniques. Test teams navigate distinct mental approaches, environments, and obstacles that call for a specialized method.

Who is this article useful for?

This publication is a continuation of the preceding one. In this part, we delve into how to cultivate a content and productive test team. Regardless if you are presently in a leadership position or have newly been promoted, these tips could provide significant insights.

Click here for part 1 => Test Leadership part 1

Methods for Managing a Test Team to Become an More Effective Test Lead

Skill #1) Mastery of Business Knowledge and Technical Abilities

• A firm establishes its business objectives that are relayed from higher managerial tiers to specific test teams and members. Test Leads should possess a comprehensive understanding of project agendas, broad organizational objectives, stakeholder wants, and client specifications. They should be able to help any team member grasp their role in regards to project achievement and assist them in seeing the grand scheme.

• Testers often struggle to get their Test Leads to fully grasp the technical problems they encounter during testing. Test Leads must have the necessary abilities to help testers with tools, environments, systems, etc., and propose solutions to overcome any obstacles they may face. In crucial situations, they should be ready to help with the workload to support the team.

• Organizations are adaptable, occasionally necessitating the addition of new test items at the end of release or removing already tested items. Test Leads must guide the team through these scope changes in an objective manner. By offering both technical and non-technical advice, a test lead can establish trust within the team.

Skill #2) Effectively Determine Effort and Distribute Work

• When a requirement document is received, the Test Lead and their team build a Test Plan that outlines the scope, hardware, software, features to be tested, and schedules. Based on this, the necessary effort is estimated, and work assignments are determined accordingly.

• In a test team, there are both senior and junior members. The Test Lead must consider the preferences of each tester when assigning work. The tasks should not only stimulate the team members but also enable them to broaden their knowledge.

• Balancing workload can frequently be a challenge in testing teams. Constantly requiring team members to work beyond their regular hours can lead to burnout. If the Test Lead anticipates a heavy workload with limited resources, they should proactively face the situation and engage the team in creating solutions. In unavoidable circumstances, recognizing the team’s efforts and readiness to extend their working hours is crucial.
• Additionally, assigning challenging tasks to junior members to facilitate their growth is also vital. While senior testers have the skills to manage various tasks, burdening them with excess duties can adversely affect their motivation. Allowing juniors to handle challenging tasks in a calculated risk can contribute to team advancement.

Skill #3) Discourage Overcommitment

• Test leaders often pressurize their teams by over promising in their bid to exhibit their team’s abilities. Overcommitment can manifest in several ways.

For instance, if the test scope alters during the testing phase, and more content needs to be tested, test sets leaders may over-promise by suggesting that they can work longer hours or weekends to conduct the testing within the original timeline without affecting quality. This setup unrealistic expectations and can lead to personal sacrifices and eventual burnout.

• Overcommitment could also mean setting unrealistic targets for identifying defects or ensuring no defect slips through. Testers are humans and prone to error. Setting unnecessarily high targets disheartens them and makes them feel responsible for any defects found beyond the test team’s purview.

• Averting overcommitment is critical. When the test scope changes, negotiate readjusted timelines with management. Accept that perfection is impractical, and ensure to communicate this to management when required.

Skill #4) Exhibit Solid Communication and Interpersonal Skills

Proficient communication is crucial in all forms, inclusive of emails, phone calls, and personal interactions. Let’s examine how it influences both technical and non-technical facets of test leadership.

Mastering the art of expressing disagreement:

As a Test Lead, you act as a liaison between management and the test team. There isn’t one standardized technique for disagreeing with either party, but it is important to do so when necessary. Use a sensitive and gentle method when dealing with testers. When conversing with management, you may need to discuss your arguments utilizing factual data to showcase their worth.

Negotiation abilities:

A test project always introduces challenges, such as environmental issues, management anxiety regarding progress, conflicting objectives between management and teams, and interpersonal disputes within and between teams and management. Navigating these challenges successfully is essential for Test leaders.

Interacting with upper management can be tough; negotiating in a manner that makes them feel heard and regarded is critical. Conflict resolution should target a compromise that satisfies every party involved.

Promote teamwork with development groups:

Testers often experience frustration when development teams dismiss defects due to constraints. This can fuel an “us versus them” mentality between test and development teams. Test Leads need to work towards cultivating a healthy and cooperative relationship between the two teams.

Collaboration reaps the following benefits:

• Testers acquire a more in-depth understanding of feature restrictions
• Developers gain insight into how end-users view the code.

Reporting to superiors and email correspondence:

A significant share of a test lead’s time is devoted to crafting status reports and communicating the team’s progress to senior management. As a leader, you are the representation of the test team’s efforts, and your capability to accurately and concisely report information is critical.

Status reports should emphasize the achievements of testers, enabling management to appreciate their input. The report should also highlight any problems that the team is facing, along with the steps taken or intended to resolve them. If issues are outside the team’s control, state this distinctly and request management for assistance.

Even if the test team’s progress isn’t satisfactory, it’s crucial for the test lead to assure management that the team is giving their best to meet deadlines without lowering quality.

Conduct team conferences:

Team meetings are critical for test leads to comprehend each tester’s tasks, progress, and any issues hampering their work. These meetings present opportunities to talk about issues and provide guidance on how to overcome them.

Team meetings are also a medium for providing recognition and praise, which empowers the team. Occasionally voicing appreciation through emails can significantly motivate testers.

Moreover, team meetings allow the test lead to ensure that testers have the required infrastructure, project clarity, and support from development teams to achieve their objectives. These meetings can also lead to brainstorming sessions that result in innovative ideas and process enhancements.

In addition to the technical aspects, team meetings strengthen relationships between the test lead and team members. The lead can learn from the team by asking for feedback on ways to enhance their management abilities. Remember, growth is a two-way street.

Respect personal space and working styles:

A test team comprises diverse individuals, each with their unique mode of working. It is a common blunder for test leads to enforce their preferred culture on the team. It’s essential to allow individuals to work in their preferred manner, on condition that it does not significantly interfere with project timelines.

During critical milestones or firm deadlines, the test team might need to work more hours or during weekends. Giving them the freedom and space to work as they prefer is vital. It’s also important to have backup resources ready, enabling team members to take breaks whenever necessary.

Trust in the team’s technical abilities, offer advice when needed, but refrain from pressurizing individuals for constant progress updates. Regularly monitoring team members just adds to pressure and can lead to resentment or feelings of failure if they are unable to resolve a particular issue on a specific day.

Nurture future leaders within the team:

One of the primary goals of a leader is to cultivate future leaders. This is what distinguishes great leaders from the rest. For junior members, it’s important to monitor their job closely, while also allowing them to possess their roles.

For instance, if a junior tester is dealing with a problem, let them research and follow up with the development team on their own, unless your intervention is necessary. This empowers them to grow.

For senior members, involve them in central decision-making activities. Their wealth of experience is precious, so utilize it effectively. Delegate some of your responsibilities to them, positioning them as leaders in their own right. Encourage mentorship between senior and junior members using a buddy system, benefiting both parties equally.

Master email communication:

Effective email communication is vital for success in the corporate world, including test leadership roles. Whether it’s crafting reports, giving presentations, conducting reviews, or expressing appreciation, strong communication skills are necessary to convey messages effectively.

Skill #5) Show Personal Characteristics

After all, testers are human beings with their own set of feelings. If you can extract the best from your team and inspire them to go the extra mile, consider it an important achievement. Refer to => 16 traits of an outstanding software tester.

• Being straightforward is a characteristic of a good leader. Your team should be able to place their trust in you, knowing you share valuable information and are approachable.
• If you make a mistake, do not hesitate to apologize. There’s no place for ego in your role as a leader.
• Share credit with the team. Your success hinges on the team’s achievements.
• Use inclusive language like “our,” “we,” and “us” instead of “I,” “you,” or “them.” Cultivate a sense of shared ownership.
• Show passion for your work. Your enthusiasm will inspire the team to be passionate and dedicated to their own roles.
• Find joy in your work. While team events and fun activities are important, there’s no rule that fun should be restricted to those occasions. Create opportunities for casual interactions, such as shared meals or tea, celebrating birthdays, or planning impromptu activities. These moments enhance interpersonal relationships.

The tips above cover the critical aspects of directing a test team. We encourage you to share your experiences and insights by leaving a comment. Thank you for reading!