Our team just beta-released our first consumer product. Along the way, they accomplished something of more strategic value. They matured into a performing, self-directed team.

A decent manager encourages software developers to do their best work while allowing them full personal lives. The heart of this effort is fostering strong teams. Individuals have bad days, make mistakes, lose momentum. A team watches each other’s backs, challenges each other, teaches each other. They build upon each other’s creativity.

The beauty part for a manager is — if you create the right conditions, start with the right people, trust them and hold them accountable — the team does the hard work of becoming. They deserve full credit for their achievements including the most ambitious achievement which is themselves.

That doesn’t mean it’s easy. Getting this consumer product to the general public has taken fifteen months. From our first study of agile principles to our current practice has taken the better part of four years of continuous improvement.