Languages, frameworks, testing, toolkits, and methods. These are the things we spend our time learning, discussing and debating. We spend very little time (if any) discussing the most important factor in how we work and how we succeed: our team and our teamwork. In my talk I'll discuss what makes a great team and why you need to be on one. I'll draw from 10 years of experience running multiple startups in multiple countries, from small 2 man teams to managing an organisation of over 100 technical professionals. Technology and tools are easy. Humans and human relationships are hard.
17. - JOHN CARMACK, ID SOFTWARE
quite a bit about software
development, both on the
personal craftsman level but
also paying more attention by
what it means on the team
dynamics side of things….It’s
about social interactions between
the programmers or even
between yourself spread over
time…
18. - FRED WILSON, UNION SQUARE
VENTURES
“We made the classic mistake
that all investors make. We
focused too much on what
they were doing at the time
and not enough on what they
could do, would do, and did
do. …we don't always get it right.
We missed Airbnb even though
we loved the team. Big mistake.”
20. HALLMARKS OF A BAD TEAM
No clear goal
Constant fundamental disagreement on
approach
Unproductive
Poor communication
High Attrition
Not fun
Politics:
No meritocracy
Sacred cows
Lack of transparency
24. HALLMARKS OF A GREAT
TEAMA Common Goal
High Trust
Respect for Each Other
High Standards (A sense of being
elite)
Productive (Great Teams Ship)
Things feel easy, Everyone has fun
Nobody leaves
High Responsibility (Ownership)
26. You must be a good leader
You must have authority
Difficult in a larger organization
This will be painful, and slow!
How to Build a Great Team
27. Stay focused on your goals
Always show your work (transparent)
Search for disagreement
Play the devil’s advocate
Be the dumbest person in the room
Be funny
Be calm
Don’t tolerate politics or assholes
How to Lead a Team
29. AGILE AND
LEAN: BUILT
ON THE
ASSUMPTION
OF GREATEver seen Agile in a Large Corporate
Environment?
30. MVP: MINIMUM VIABLE
PROCESS
Examples of Minimum Viable
Process:
Source Control, Tests, Documentation
Good process should be an
accelerant. Instead it's often a
distraction or limiter.
31. HOW TO PRESERVE
GREAT TEAMS
Protect the Team
Invest in the Team
Inspire the Team
Listen to the Team
2nd Law of Thermodynamics applies!
34. RESOURCE
S
Peopleware – Demarco and Lister
Reference Guide on Our Freedom and
Responsibility Culture – Reed Hastings
http://www.slideshare.net/reed2001
Smart and Gets Things Done – Joel
Spolsky
35. GET IN
TOUCH!
(P.S. WE’RE HIRING)
john@peebs.org
@johnjpeebles
GetAdministrate.com
PEEBS.org
John Peebles
Editor's Notes
Everyone hated group workGroup work = the rest of your lifeA Glimmer of Hope