Leading and Shaping a Testing Team with the Testing Wheel: Daniel Knott [Testμ 2022]
Tags: webdev, testing, tutorial, techtalks
Published: 2022-09-15 12:59:14

It might be challenging to manage a testing team of individuals with varying backgrounds, abilities, and perspectives. Modern leaders should encourage, mentor, coach, and support their direct reports as they develop their testing skills.

[Daniel Knott](https://www.linkedin.com/in/daniel-knott/), Head of Software Testing, MaibornWolff GmbH, joined [Sudhir Joshi](https://www.linkedin.com/in/sudhirjoshi13), Head, Customer Success, LambdaTest as a guest speaker at the [Testμ Conference 2022](https://www.lambdatest.com/testuconf-2022?utm_source=hashnode&utm_medium=organic&utm_campaign=sep15_kj&utm_term=kj&utm_content=testmu_conf) to introduce the testing wheel to you and what it’s all about.

Daniel Knott appreciates high-quality digital products, whether web or native mobile applications. He is currently shaping the direction of testing for his clients while employed as the Head of Software Testing at MaibornWolff in Germany.

He served as the lead software test engineer for many native mobile apps and products over the last 13 years.

A few of the session’s intriguing discussion points will be highlighted. Are you excited? Read on to know more! If you missed this session, here is the video link.

{% youtube E1we2gVozPI %}

Daniel starts his talk with a question.
>  When was the last time you gave or received any career advice?

According to Daniel, deciding on the right career is important. He thinks career advice is essential for us as we evolve and improve our actions. After spending more than 11 years in the software testing industry, he switched careers and worked as a product manager for four years.

While working as a team, some of your colleagues might be Software Testers, Developers, UX Designers, Product Managers, Stakeholders, or Customers, and we need to evolve different skill sets. Some employees are lead executives, while others may still be students. As a result, it’s crucial to adapt your team to include individuals with various skill sets.

Some employees are keenly interested in learning more about automation testing, while others are interested in jumping into people management, agile, or product quality coaching.
>  “As a leader, it is your responsibility to draw a path and guide to tackle things,” says Daniel.

It is normal to have potential conflicts when managing people. Daniel asserts that the team leader must ensure that each team member is more knowledgeable than the team leader. If one of your team members feels that they don’t receive enough support from you, they will likely leave the organization or the team.

![](https://cdn-images-1.medium.com/max/3998/0*gArbdCc0X0YULQaH.png)

This is where Daniel kicks in the testing wheel. The testing wheel has eight categories.

 1. Understand the Project Needs

 2. Testing Essentials

 3. Test Automation

 4. Get it Done

 5. Listen & Learn

 6. Testing Team

 7. Personal Growth

 8. Agile

Before diving into the testing wheel, there was a disclaimer from Daniel. A testing wheel is an instrument or tool for the team leader or a team member to get into a discussion to highlight the different skill sets of an employee. It should not be used for performance testing of any team member.

 1. **Understand the Project Needs:**

 2. **Testing Essentials**

 3. **Test Automation**

 4. **Get it Done**

 5. **Listen & Learn**

 6. **Testing Team**

 7. **Personal Growth**

 8. **Agile**

There is a scale incorporated with the testing wheel. Daniel marked it with 0, 3, and 7. He explains the scale marking in detail.

* 0- I have no idea about this

* 3- I know about this topic, but I see room for improvement.

* 7- Ask me anything about it. I know what I am doing.

Let’s get into detail on how to use it:

![](https://cdn-images-1.medium.com/max/3998/0*OF6gT7IKjafdZ0ZS.png)

Here are some takeaways from Daniel’s Testing Wheel session:

* The testing wheel helps to lead and coach others.

* Results should not be used for performance reviews.

* Derive substantial growth.

* Repeat the exercise after some time.

* Adapt the wheel to your needs.

It was indeed an insightful session with Daniel. The session ended with a few questions asked by the attendees to Daniel. Here is the Q&A:

**What is the ideal ratio for developers and testers in a team?**

**Daniel:** I think a ratio of 4:1 is working quite well. So, having four developers and one tester in a team is something that I see working out. I worked a few years back, and this ratio always felt good.

**How do you motivate testing teams? Especially with a small sprint duration and no time for the new learning?**

**Daniel:** That’s usually tough. What we do in the company is a project base. When we typically send our testers for four days to the client working side, we ask them to work 80–85% and spend the remaining 15–20% on learning. Focussing on things and sharing knowledge also becomes a part of learning.

**If you aren’t getting career advice/support from your manager, what are some good resources to seek out for?**

**Daniel:** I was always lucky to have managers that gave career advice and support, but what I did is just coming to my mind is talking to your co-workers if you feel safe enough to speak with them if they have the same professional working as a tester or they work for another company as a software tester and ask them for advice. You could also share your resume or LinkedIn profile and ask for advice, telling them that you are stuck in the role.

**How to handle a hybrid work culture, especially from testing team leaders’ point of view?**

**Daniel: **During this pandemic, everybody works remotely. Being at home, I attend conferences, do blogs, and am engaged with the complete schedule. Our team members plan together to have lunch at a good restaurant to have fun. We discuss it anytime during lunch and share our knowledge about the tools.

**When did you feel confident enough to step into the test lead role?**

**Daniel:** The first time I stepped into this role, I fell into it. Because there was a significant reorganization in my company, I was the only one with skills and knowledge in that field. They wanted to grow that field back then, and they asked me. “Hey, you know everything about it. How do you want to become a leader in this topic”? For me, it was shocking because the leader sounded big, and I just said yes. I found it felt a bit difficult to handle things at the beginning. I slowly learned by experience.