> People sometimes won't mention important things (e.g., blockers, possible misunderstandings) unless prompted and encouraged (you sometimes actually need to look at the person's face and hear the intonation).
But that's a management fail. Every time I've managed a person that did this, I took them aside and had a short but firm word with them. You can't tolerate that type of behavior in a team if you plan to operate effectively. I seldom need more than one warning; I never needed more than two.
The point I was trying to make is that when a person is [inexperienced/shy/too aggressive/doesn't get along with somebody/lazy/does not like the current task/does not understand the motivation/etc] I need, as a manager, opportunity to notice it.
some of those are not necessarily "bad" or require intervention, just awareness.
some of those can change over time (and on daily basis).
(and in the case of bad behavior, in order to prevent "management fail", I want to take them aside for that short talk before things get spiraling)
(that being said, it's not the only reason for standups)
(if in my team everybody is in the same place, actually interacting in-person does give some added value)
But that's a management fail. Every time I've managed a person that did this, I took them aside and had a short but firm word with them. You can't tolerate that type of behavior in a team if you plan to operate effectively. I seldom need more than one warning; I never needed more than two.