Although the chengdu Digital Innovation Space team of SAP Chengdu Research Institute I work for is the newest and youngest team established in Chengdu CX, it is a very competitive team. If the product development team is a regular army, we are a special force, a special team with unique skills behind Ethan of Mission impossible series. I think our team has a strong trust relationship with each other. According to the final trust formula, the reasons are as follows:
- Ability: Our team to bring together very well, both in SAP10 old driver for many years, there are the backbone of the work for 5 or 6 years, coupled with just a few days ago and haven’t graduate diploma of fresh blood of VT, like the 2014 World Cup in Brazil the champion team, each team’s special skill is very outstanding, some good at SAP of the traditional technology, Some are proficient in popular open source technologies like Angular and React, some have strong learning ability and are quick to learn new technologies, some are good at dealing with partner/startup, some can win more resources from global on behalf of the team, and some have strong artistic temperament. The UX design of each project is an amazing addition to the serious engineer atmosphere of the project.
After all of each other’s ability to fully trust, when project daily sync, a colleague stated he met a demand, can’t use some kind of technical implementation, other colleagues will accept this fact, because the colleague is the technical expert, so you won’t focus on “how this question is not” he above, Instead, they will actively think of other ways together, the goal is to achieve the function in another way, rather than to doubt the ability of colleagues have problems.
This year, our team has been strengthened by the departure of two very strong colleagues and the addition of three new players. A colleague, a senior in college, has taken the lead in a project for the SAPPHIRE Conference in May, becoming one of the four developers responsible for 25% of the code. Another new colleague joined the company for only one month, and soon completed the migration of our project based on iOS Platform to Android Platform for SAPPHIRE Conference, as well as another project that required SAP Cloud Platform, Coresystem and Swift knowledge. These new colleagues quickly gained the trust of the team through their proven technical abilities.
- Listen to:
That’s what our team does really well. When each colleague updates, other colleagues wait for the speaker to finish speaking before making their comments. Similarly, colleague A is an expert in A certain field. After the presentation, if colleague B puts forward his own opinion, colleague A will not feel his authority has been challenged. Moreover, colleague B can confirm with A whether he has correctly got the meaning of A, and then consider whether A’s idea is in conflict with his own.
- Honesty & Empathy:
The projects that our team is working on tend to be both front and back. Although there is a best practice of separating the front and background, due to the particularity of our POC project, sometimes functions that should be implemented in the foreground are implemented in the background for various reasons, and vice versa. When faced with such situations, the front and back office staff are always able to calmly and honestly discuss things like “I know in theory this feature should be implemented in front/back end, but XXXX”, “if I was doing front/back end development, I would also prefer XXXX, whereas YYYYYY”. People will understand each other’s reasons for making decisions and work toward the same goal.
The passive/non-shared denominator of the formula has never been observed in our team since I joined the team.
I think the direction of our team’s efforts on the topic of trust is how to further consolidate the trust relationship between us and the Global team. The first step that can be taken is the most basic first step, that is, if we let the ability of every colleague in the team, make it visible to the global.
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