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Tech Lead Skills for Developers

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The skills you learn as a developer do nothing to prepare you for leading teams. When you suddenly find yourself in an Architect or a Tech Lead role, you're winging it, unsure about what the role entails and what skills you need. Find out how you can better prepare yourself for the unexpected.

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Tech Lead Skills for Developers

  1. @ p a t k u a TECH LEAD SKILLS FOR DEVELOPERS
  2. WHY DO WE NEED A TECH LEAD?
  3. ?
  4. 6 http://www.flickr.com/photos/dcarlbom/3468358859/
  5. THINK THIS DOESN’T HAPPEN IN THE REAL WORLD?
  6. 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
  7. A SIMPLE TEST FOR AN EFFECTIVE TECH LEAD...
  8. Does the codebase look like it was written by a single person? Yes No
  9. WHAT DOES A GOOD TECH LEAD FOCUS ON?
  10. ProgrammingP PeopleP ProcessP Programming People Process
  11. PROGRAMMING
  12. PROGRAMMING Do effective Technical Leaders need to code? DEFINITELY
  13. Do effective Technical Leaders need to code? DEFINITELY At least 30%of the time with the team PROGRAMMING
  14. ...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
  15. Consistency over Cleverness PROGRAMMING
  16. PROGRAMMING
  17. PROGRAMMING
  18. PROGRAMMING
  19. PROGRAMMING
  20. PROGRAMMING There are more important topics to spend time on...
  21. Team Culture PROGRAMMING
  22. 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
  23. PROGRAMMING Vision
  24. PEOPLE
  25. PEOPLE Strength in Diversity
  26. PEOPLE
  27. 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
  28. “...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
  29. Collective Accuracy = Average Accuracy + Diversity* PEOPLE * Requires ability to integrate
  30. TRUST ISN’T BUILT IN ONE DAY https://www.flickr.com/photos/create-learning/3676366324/sizes/o/
  31. PEOPLE Growing People
  32. PEOPLE Skill/AbilityLOW HIGH ChallengeHIGHLOW Source: Csikszentmihalyi, Flow (1990)
  33. PEOPLE Skill/AbilityLOW HIGH ChallengeHIGHLOW Anxiety Source: Csikszentmihalyi, Flow (1990)
  34. PEOPLE Skill/AbilityLOW HIGH ChallengeHIGHLOW Source: Csikszentmihalyi, Flow (1990) Boredom
  35. PEOPLE Skill/AbilityLOW HIGH ChallengeHIGHLOW Anxiety Boredom Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990) Flow
  36. PEOPLE Maximising Potential
  37. PEOPLE 39 Skills
  38. PEOPLE 40 Skills Strengths
  39. PEOPLE 41 Skills StrengthsGoals
  40. PEOPLE 42 Skills StrengthsGoals Interests
  41. PEOPLE 43 Skills StrengthsGoals Interests Sweet Spot
  42. PEOPLE 44 Skills StrengthsGoals Interests
  43. PEOPLE Learning Activities Brown Bag sessions Spike Showcases Team code reviews Technical Retrospectives Pair Programming Video/
 Book Club
  44. PEOPLE “Bad Is Stronger Than Good” (2001) Baumeister et al Beware the bad apple
  45. PROCESS
  46. PROCESS Is it okay to tell people what to do? YES but only sometimes
  47. SITUATIONAL LEADERSHIP MODEL HighDirecting BehaviourLow High SupportingBehaviour Supporting Coaching Directing Delegating
  48. SITUATIONAL LEADERSHIP MODEL HighDirecting BehaviourLow High SupportingBehaviour Supporting Coaching Directing Delegating
  49. SITUATIONAL LEADERSHIP MODEL Developing Development level of an individual Developed Low competence High commitment Low-some competence Low commitmentVariable commitment Moderate-high competence High commitment High competence
  50. PROCESS Tuckman’s Model
  51. TUCKMAN’S STAGES OF GROUP DEVELOPMENT Forming Storming Norming Performing Adjourning
  52. PROCESS Essentially, all models are wrong, but some are useful. —George E. P. Box
  53. PROCESS Make time for you
  54. 56http://www.flickr.com/photos/mbeo52/5062096969/sizes/l/
  55. 57https://www.flickr.com/photos/sushicam/5584789234/sizes/o/
  56. 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
  57. CONCLUDING THOUGHTS
  58. For questions: PATRICK KUA @patkua THANK YOU

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