geek's guide to leading teams
TRANSCRIPT
@ p a t k u a
THE GEEK’S GUIDE TO LEADING TEAMS
ABOUT @PATKUA
2
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ArchitectDeveloper
LeaderCoach
Life-long learnerAuthor
WHY DO WE NEED A TECH LEAD?
?
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THINK THIS DOESN’T HAPPEN IN THE REAL WORLD?
@julianboot
@julianboot@thejayfields: I had ten guys on my last project, all of them had opinions and all of them were expressed in the code base #speakerconf
Source: http://twitter.com/julianboot/status/232830267822309376
A SIMPLE TEST FOR AN EFFECTIVE TECH LEAD...
Does the codebase look like it was written by a single person?
Yes No
WHAT DOES A GOOD TECH LEAD FOCUS ON?
ProgrammingP
PeopleP
ProcessP
Programming
PeopleP
ProcessP
Programming
People
ProcessP
Programming
Programming
People
Process
Programming
People
Programming
People
Process
Programming
People
Process
PROGRAMMING
PROGRAMMING
Do effective Technical Leaders need to code?
PROGRAMMING
Do effective Technical Leaders need to code?
DEFINITELY
Do effective Technical Leaders need to code?
DEFINITELY
PROGRAMMING
Do effective Technical Leaders need to code?
DEFINITELY
PROGRAMMING
Do effective Technical Leaders need to code?
DEFINITELY
At least 30% of the time with the team
PROGRAMMING
PROGRAMMING
...respect is the currency of the realm
PROGRAMMING
The amount of respect an IT pro pays someone is a measure of how tolerable that person is when it comes to getting things done...
http://bit.ly/15Rm4z
Consistency over Cleverness
PROGRAMMING
PROGRAMMING
PROGRAMMING
PROGRAMMING
PROGRAMMING
PROGRAMMING
PROGRAMMING
There are more important topics to spend time on...
Team Culture
PROGRAMMING
Team Culture
PROGRAMMING
Team Culture
How long does the build stay broken?
PROGRAMMING
Team Culture
How long does the build stay broken? Do people avoid
conflict?
PROGRAMMING
Team Culture
How long does the build stay broken? Do people avoid
conflict?
Do people offer new ideas?
PROGRAMMING
Team Culture
How long does the build stay broken? Do people avoid
conflict?
Do people offer new ideas?
Do people flag when they need help?
PROGRAMMING
Team Culture
How long does the build stay broken? Do people avoid
conflict?
Do people offer new ideas?
Do people flag when they need help?
Do people feel okay to admit being wrong?
PROGRAMMING
PROGRAMMING
Vision
PEOPLE
PEOPLE
Strength in Diversity
PEOPLE
PEOPLE
Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest
PEOPLE
Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest
PEOPLE
Return on Sales
73%
Return on Equity Return on Invested Capital
83%112%
Source: Catalyst (2007) http://bit.ly/nEEfGX
“...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.”
PEOPLE
Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
“...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.”
PEOPLE
Return on Equity
12%
Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
“...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.”
PEOPLE
Return on Equity
12% 16%
Return on Equity
Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
PEOPLE
Collective Accuracy = Average Accuracy + Diversity*
PEOPLE
Collective Accuracy = Average Accuracy + Diversity*
PEOPLE
* Requires ability to integrate
TRUST ISN’T BUILT IN ONE DAY
https://www.flickr.com/photos/create-learning/3676366324/sizes/o/
PEOPLE
Growing People
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Source: Csikszentmihalyi, Flow (1990)
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Source: Csikszentmihalyi, Flow (1990)
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Source: Csikszentmihalyi, Flow (1990)
Boredom
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Boredom
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Flow
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Boredom
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Flow
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Boredom
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Flow
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Boredom
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Flow
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Boredom
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Flow
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Boredom
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Flow
PEOPLE
Skill/AbilityLOW HIGH
Chal
leng
eH
IGH
LOW
Anxiety
Boredom
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Flow
PEOPLE
Maximising Potential
PEOPLE
40
Skills
PEOPLE
41
Skills
Strengths
PEOPLE
42
Skills
StrengthsGoals
PEOPLE
43
Skills
StrengthsGoals
Interests
PEOPLE
44
Skills
StrengthsGoals
Interests
Sweet Spot
PEOPLE
45
Skills
StrengthsGoals
Interests
PEOPLE
45
Skills
StrengthsGoals
Interests
PEOPLE
45
Skills
StrengthsGoals
Interests
PEOPLE
45
Skills
StrengthsGoals
Interests
PEOPLE
Learning Activities
PEOPLE
Learning Activities
Brown Bag sessions
Spike Showcases
Team code reviews
Technical Retrospectives
Pair Programming
Video/ Book Club
PEOPLE
“Bad Is Stronger Than Good” (2001) Baumeister et al
Beware the bad apple
PEOPLE
“Bad Is Stronger Than Good” (2001) Baumeister et al
Beware the bad apple
PROCESS
PROCESS
Is it okay to tell people what to do?
PROCESS
Is it okay to tell people what to do?
YES
but only sometimes
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
Directing
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
CoachingDirecting
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
Supp
ortin
g CoachingDirecting
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
Supp
ortin
g CoachingDirecting
Delega
ting
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
Supp
ortin
g CoachingDirecting
Delega
ting
SITUATIONAL LEADERSHIP MODEL
HighDirecting BehaviourLow
High
Supp
ortin
g Be
havi
our
Supp
ortin
g Coaching
Directing
Delega
ting
SITUATIONAL LEADERSHIP MODEL
SITUATIONAL LEADERSHIP MODEL
Development level of an individual
SITUATIONAL LEADERSHIP MODEL
Dev
elop
ing
Development level of an individual
Dev
elop
ed
SITUATIONAL LEADERSHIP MODEL
Dev
elop
ing
Development level of an individual
Dev
elop
ed Low competence
High commitment
SITUATIONAL LEADERSHIP MODEL
Dev
elop
ing
Development level of an individual
Dev
elop
ed Low competence
High commitment
Low-some competence
Low commitment
SITUATIONAL LEADERSHIP MODEL
Dev
elop
ing
Development level of an individual
Dev
elop
ed Low competence
High commitment
Low-some competence
Low commitmentVariable commitment
Moderate-high competence
SITUATIONAL LEADERSHIP MODEL
Dev
elop
ing
Development level of an individual
Dev
elop
ed Low competence
High commitment
Low-some competence
Low commitmentVariable commitment
Moderate-high competence
High commitment
High competence
PROCESS
Tuckman’s Model
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming Storming
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming Storming Norming
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming Storming Norming Performing
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming Storming Norming Performing Adjourning
TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming Storming Norming Performing Adjourning
PROCESS
Essentially, all models are wrong, but some are useful.
—George E. P. Box
PROCESS
Make time for you
57http://www.flickr.com/photos/mbeo52/5062096969/sizes/l/
58https://www.flickr.com/photos/sushicam/5584789234/sizes/o/
PROCESS
Monday Tuesday Wednesday Thursday Friday
9AM
6PM
Email Time
Planning Time
Email Time
1:1s
Email Time
Planning Time
Next week planning
Email Time
CONCLUDING THOUGHTS
@patkua Patrick Kua
THANK YOU