Geek's Guide to Leading Teams
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Patrick Kua, ThoughtWorks, From GOTO Conference Aarhus, Denmark
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Geek's Guide to Leading Teams
- 1. The Geek’s Guide to Leading Teams @patkua ThoughtWorks
- 2. The Geek’s Guide to Leading Teams @patkua ThoughtWorks
- 6. Who am I?
- 7. Who am I?
- 8. Me! Who am I? Tech Lead Programmer Agile Coach
- 9. Author http://tiny.cc/retrobook Me! Who am I? Tech Lead Programmer Agile Coach
- 11. Why do we need a Tech Lead?
- 21. ?
- 24. Think this doesn’t happen in the real world?
- 25. @julianboot
- 26. @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
- 28. A simple test for an effective Tech Lead...
- 29. Does the codebase look like it was written by a single person? Yes No
- 31. What does a good Tech Lead focus on?
- 32. P P P
- 33. Programming P P
- 36. Programming
- 37. Do effective Technical Leaders need to code? Programming
- 38. Do effective Technical Leaders need to code? fi e D y! el it n Programming
- 39. Do effective Technical Leaders need to code? fi e D y! el it n Programming
- 40. Do effective Technical Leaders need to code? y! el it n fi e D At least 30% of the time with the team Programming
- 42. “...respect is the currency of the realm” Programming http://bit.ly/15Rm4z
- 43. ““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...”” Programming http://bit.ly/15Rm4z
- 45. Programming
- 46. Tabs OR Spaces Brackets OR not 2 Spaces OR 4 Spaces CamelCase OR Underscore Programming Curly brace end of line OR next line
- 47. Tabs OR Spaces Brackets OR not 2 Spaces OR 4 Spaces CamelCase OR Underscore Programming Curly brace end of line OR next line
- 48. Tabs OR Spaces Brackets OR not There are more important topics to spend timeCurly brace end of line on... 2 Spaces OR 4 Spaces CamelCase OR Underscore Programming OR next line
- 51. How long does the build stay broken? Programming Team Culture
- 52. How long does the build Team Culture stay broken? Do people avoid conflict? Programming
- 53. How long does the build Team Culture stay broken? Do people avoid conflict? Do people offer new ideas? Programming
- 54. How long does the build Team Culture stay broken? Do people avoid conflict? Do people offer new ideas? Do people flag when they need help? Programming
- 55. How long does the build Team Culture stay broken? Do people avoid conflict? Do people offer new ideas? Do people feel okay to admit being wrong? Programming Do people flag when they need help?
- 57. People
- 59. People
- 61. Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest People Source: Catalyst (2007) http://bit.ly/nEEfGX
- 62. Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest 73% 112% Return on Sales People 83% Return on Equity Return on Invested Capital Source: Catalyst (2007) http://bit.ly/nEEfGX
- 63. “...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
- 64. “...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.” 12% Return on Equity People Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
- 65. “...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.” 12% Return on Equity People 16% Return on Equity Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
- 66. People
- 68. Collective Average Accuracy + = Accuracy Diversity* * Requires ability to integrate People
- 69. Trust isn’t built in one day People
- 73. HIGH Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Source: Csikszentmihalyi, Flow (1990)
- 74. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 75. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 76. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 77. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 78. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 79. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 80. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 81. HIGH ow Fl Challenge Anxiety LOW Boredom LOW People Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
- 83. People
- 84. Skills People
- 94. Brown Bag sessions Team code reviews Pair Programming Learning Activities Video/Book Club Technical Retrospectives People Spike Showcases
- 95. People
- 96. Beware the bad apple People “Bad Is Stronger Than Good” (2001) Baumeister et al
- 97. Process
- 98. Process
- 99. Is it okay to tell people what to do? Process Situational Leadership Model
- 100. Is it okay to tell people what to do? but ( Process Y es ys onl et om es) im Situational Leadership Model
- 101. Supporting Behaviour High Low Process Directing Behaviour High Situational Leadership Model
- 102. Supporting Behaviour High Low Process Directing Behaviour High Situational Leadership Model
- 103. Supporting Behaviour High Low Process Di re c Directing Behaviour tin g High Situational Leadership Model
- 104. Process g Low chin Coa Supporting Behaviour High Di re c Directing Behaviour tin g High Situational Leadership Model
- 105. Supp orti n Supporting Behaviour Process g Low chin Coa g High Di re c Directing Behaviour tin g High Situational Leadership Model
- 106. Supp orti n Supporting Behaviour Process g Low e D ng ti ga le chin Coa g High Di re c Directing Behaviour tin g High Situational Leadership Model
- 109. Development level of an individual Process Situational Leadership Model
- 110. Developing Developed Development level of an individual Process Situational Leadership Model
- 111. High commitment Developing Developed Low competence Development level of an individual Process Situational Leadership Model
- 112. Low competence Low commitment High commitment Developing Developed Low-some competence Development level of an individual Process Situational Leadership Model
- 113. Low-some competence Low competence Variable commitment Low commitment High commitment Developing Developed Moderate-high competence Development level of an individual Process Situational Leadership Model
- 114. High commitment Moderate-high competence Low-some competence Low competence Variable commitment Low commitment High commitment Developing Developed High competence Development level of an individual Process Situational Leadership Model
- 116. Process Tuckman’s Stages of Group Development
- 117. Forming Process Tuckman’s Stages of Group Development
- 118. Forming Process Storming Tuckman’s Stages of Group Development
- 119. Forming Process Storming Norming Tuckman’s Stages of Group Development
- 120. Forming Process Storming Norming Performing Tuckman’s Stages of Group Development
- 121. Forming Process Storming Norming Performing Adjourning Tuckman’s Stages of Group Development
- 122. Forming Process Storming Norming Performing Adjourning Tuckman’s Stages of Group Development
- 123. “Essentially, all models are wrong, but some are useful.” - George E. P. Box Process
- 124. Make time for you Process
- 125. Process
- 126. Process
- 127. Monday Tuesday Email Time Wednesday Thursday Email Time 9am Friday Email Time Email Time 1:1s Planning Time 6pm Process Planning Time Next week planning