The elements of scale
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Camille Fournier Former CTO, Rent the Runway, at Fastly Altitude 2016 Building and scaling great teams isn’t just something that managers do alone, with spreadsheets and workflows and process documents. Great teams come from the participation of the group to push the team there. In this talk we will investigate how you can think about your role in scaling a high-performance team, whatever your job title. From interviewing future coworkers, to communicating with your colleagues, to dealing with failure and growing as a individual and group, we will go through some of the challenges that come with scaling a culture, and how everyone on the team plays a part in its success.
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The elements of scale
- 1. -The- Elements -of- Scaling 1st Edition Camille Fournier @skamille Senior Thinker and Raconteur
- 3. About me
- 5. C++ developers aiding a comrade facing segfault
- 9. The Culture of Trust “Morning Standup” classicprogrammerpaintings.com
- 10. scaling
- 11. Speed
- 15. The impatient “Waiting for the Build” classicprogrammerpaintings.com
- 18. Transparency and Learning “Sysadmin checks if RFC2822 actually allows publishing the BCC field to all receivers” classicprogrammerpaintings.com
- 25. The learning review “Git Blame”, classicprogrammerpaintings.com
- 26. Relatedness
- 27. vulnerability
- 28. Admit guilt. Move on. I’m sorry
- 29. The One on One
- 30. CONFLICT
- 31. The Hammer
- 33. No boring Meetings “A meeting consists of a group of people who have little to say - until after the meeting.” -- PK Shaw
- 34. summary • Move fast, reduce feedback loops, to let people get quick wins. Engineers like to ship. • Structure is neutral. It lets you scale. Be transparent about structure and seek out learning from failure. • Practice relating to your colleagues as humans. Trust their good intentions. Apologize when you screw up. • Don’t settle for an environment where you can’t ask questions and have active discussion.
- 35. Last Standup of a Successful Sprint
- 36. empathy is a learnable skill
- 37. Thanks! @skamille • 5 Dysfunctions of a Team, Lencioni • classicprogrammerpaintings.com • http://dresscode.renttherunway.com/ blog/ladder • https://rework.withgoogle.com/blog/fi ve-keys-to-a-successful-google- team/
Notes de l'éditeur
- "The key to being a good manager is keeping the people who hate you away from those who are still undecided." Casey Stengel “You do not lead by hitting people over the head -- that's assault, not leadership.” Dwight D Eisenhower
- Next slide: culture of fear
- hero of your own story
- This is first because it is most straightforward but also most essential story
- “At work, do I have the opportunity to do what I do best every day?”
- don’t create unnecessary us vs them by constraining the resource of delivery frequency
- Impatient on behalf of your team
- learning and transparency When we asked people in the startup community how they thought about structure, the words they used weren’t exactly positive: “slow,” “unnecessary,” “innovation-crushing,” and “bureaucratic” were the most common ones.
- inevitable, required for scaling “Complex systems can only be built from simple systems” Good structure is not a burden lowering the required activation energy, focus Structure is a flexible, iterative tool to guide how work gets managed.
- changes in structure are the outcome of a culture that is learning and growing structure encodes prior learning
- structure comes out of learning from failure leadership is willing to make hard decisions and take ownership for failure
- they didn’t just throw their hands up and say structure is bad let’s canoe across the water skyscrapers
- Career ladder intro transparency and learning lack of understanding of structure is scary ambiguity is a bias vector
- transparency and learning lack of understanding of structure is scary ambiguity is a bias vector
- transparency and learning lack of understanding of structure is scary ambiguity is a bias vector
- transparency and learning lack of understanding of structure is scary ambiguity is a bias vector
- postmortem learning, look for structures code reviews "what" to do not "how" to do it
- story sacrificing relatedness in the name of efficiency
- Does someone at work seem to care about me as a person? In the last 7 days, have I received recognition or praise for good work?
- “Pair Programming”
- fear of conflict we need conflict to draw out as much data into the open as possible
- fear of conflict we need conflict to draw out as much data into the open as possible
- At work, do my opinions seem to count?
- Take advantage of the relatedness you’ve built up and the trust you’re building by using it to extract opinions High-bandwidth communication opportunity, coordination is expensive so use it well
- move fast, learn, care about your colleagues, and don’t waste your time in a place where you can’t ask questions As a team we contribute more than we can individually, can’t do that if we don’t communicate
- If we are willing to stand fully in our own shoes and never give up on ourselves, then we will be able to put ourselves in the shoes of others and never give up on them.
- What’s the point in scaling if you end up in a company full of people you hate?