The Geeks Guide to Leading Teams @patkua ThoughtWorks The Geeks - - PowerPoint PPT Presentation

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The Geeks Guide to Leading Teams @patkua ThoughtWorks The Geeks - - PowerPoint PPT Presentation

Aug 27, 2023 391 likes •1.71k views

The Geeks Guide to Leading Teams @patkua ThoughtWorks The Geeks Guide to Leading Teams @patkua @patkua ThoughtWorks Who am I? Who am I? Programmer Me! Who am I? Tech Lead Agile Coach Author http://tiny.cc/retrobook Programmer

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The Geek’s Guide to Leading Teams

@patkua ThoughtWorks

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The Geek’s Guide to Leading Teams

@patkua @patkua ThoughtWorks

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Who am I?

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Who am I?

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Who am I?

Programmer Tech Lead Agile Coach

Me!

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Who am I?

Programmer Tech Lead Agile Coach

Me! Author

http://tiny.cc/retrobook

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Why do we need a Tech Lead?

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?

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Think this doesn’t happen in the real world?

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@julianboot

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Source: http://twitter.com/julianboot/status/232830267822309376

@julianboot

@thejayfields: I had ten guys on my last project, all of them had opinions and all

  • f them were expressed in the code

base #speakerconf

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A simple test for an effective Tech Lead...

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Does the codebase look like it was written by a single person?

Yes No

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What does a good Tech Lead focus on?

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P P P

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Programming P P

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Programming People P

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Programming People Process

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Programming

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Programming

Do effective Technical Leaders need to code?

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Programming

Do effective Technical Leaders need to code?

Definitely!

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Programming

Do effective Technical Leaders need to code?

Definitely!

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Programming

Do effective Technical Leaders need to code?

Definitely! At least 30% of the time with the team

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Programming

http://bit.ly/15Rm4z

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Programming

“...respect is the currency of the realm”

http://bit.ly/15Rm4z

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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

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Programming

Consistency over Cleverness

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Programming

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Programming

Tabs OR Spaces 2 Spaces OR 4 Spaces CamelCase OR Underscore Curly brace end of line OR next line Brackets OR not

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Programming

Tabs OR Spaces 2 Spaces OR 4 Spaces CamelCase OR Underscore Curly brace end of line OR next line Brackets OR not

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Programming

Tabs OR Spaces 2 Spaces OR 4 Spaces CamelCase OR Underscore Curly brace end of line OR next line Brackets OR not

There are more important topics to spend time on...

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Programming

Team Culture

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Programming

Team Culture

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Programming

Team Culture

How long does the build stay broken?

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Programming

Team Culture

How long does the build stay broken? Do people avoid conflict?

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Programming

Team Culture

How long does the build stay broken? Do people avoid conflict? Do people offer new ideas?

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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?

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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?

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Programming

Vision

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People

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People

Strength in Diversity

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People

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People

Analytical Activator Intellection Achiever Strategic Input Woo

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People

Source: Catalyst (2007) http://bit.ly/nEEfGX

Fortune 500 companies with 3 or more women

  • n the Board gain a significant performance

advantage over those with the fewest

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People

Source: Catalyst (2007) http://bit.ly/nEEfGX

Fortune 500 companies with 3 or more women

  • n the Board gain a significant performance

advantage over those with the fewest

Return on Sales

73% 83% 112%

Return on Equity Return on Invested Capital

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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

  • n the board in terms of share price performance.”
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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

  • n the board in terms of share price performance.”

Return on Equity

12%

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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

  • n the board in terms of share price performance.”

16%

Return on Equity Return on Equity

12%

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People

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People

Collective Accuracy = Average Accuracy + Diversity*

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People

Collective Accuracy = Average Accuracy + Diversity*

* Requires ability to integrate

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People

Trust isn’t built in one day

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People

Growing People

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People Skill/Ability Challenge

HIGH LOW LOW HIGH Source: Csikszentmihalyi, Flow (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety

Source: Csikszentmihalyi, Flow (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom

Source: Csikszentmihalyi, Flow (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People Skill/Ability Challenge

HIGH LOW LOW HIGH

Anxiety Boredom F l

  • w

Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)

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People

Maximising Potential

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People

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People

Skills

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People

Skills Strengths

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People

Skills Strengths Goals

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People

Skills Strengths Goals Interests

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People

Skills Strengths Goals Interests

Sweet Spot

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People

Skills Strengths Goals Interests

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People

Skills Strengths Goals Interests

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People

Skills Strengths Goals Interests

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People

Skills Strengths Goals Interests

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People

Learning Activities

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People

Learning Activities

Brown Bag sessions Spike Showcases Team code reviews Technical Retrospectives Pair Programming Video/Book Club

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People

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People

Beware the bad apple

“Bad Is Stronger Than Good” (2001) Baumeister et al

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Process

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Process

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Process

Is it okay to tell people what to do?

Situational Leadership Model

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Process

Is it okay to tell people what to do?

Yes

(but only sometimes) Situational Leadership Model

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Process

High

Directing Behaviour

Low High

Supporting Behaviour Situational Leadership Model

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Process

High

Directing Behaviour

Low High

Supporting Behaviour Situational Leadership Model

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Process

High

Directing Behaviour

Low High

Supporting Behaviour

Directing

Situational Leadership Model

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Process

High

Directing Behaviour

Low High

Supporting Behaviour

C

  • a

c h i n g Directing

Situational Leadership Model

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Process

High

Directing Behaviour

Low High

Supporting Behaviour

S u p p

  • r

t i n g C

  • a

c h i n g Directing

Situational Leadership Model

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Process

High

Directing Behaviour

Low High

Supporting Behaviour

S u p p

  • r

t i n g C

  • a

c h i n g Directing Delegating

Situational Leadership Model

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Process

Situational Leadership Model

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Process

Situational Leadership Model

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Process

Development level of an individual Situational Leadership Model

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Process

Developing

Development level of an individual

Developed

Situational Leadership Model

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Process

Developing

Development level of an individual

Developed Low competence High commitment

Situational Leadership Model

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Process

Developing

Development level of an individual

Developed Low competence High commitment Low-some competence Low commitment

Situational Leadership Model

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Process

Developing

Development level of an individual

Developed Low competence High commitment Low-some competence Low commitment Variable commitment Moderate-high competence

Situational Leadership Model

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Process

Developing

Development level of an individual

Developed Low competence High commitment Low-some competence Low commitment Variable commitment Moderate-high competence High commitment High competence

Situational Leadership Model

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Process

Tuckman’s Model

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Process

Tuckman’s Stages of Group Development

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Process

Forming

Tuckman’s Stages of Group Development

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Process

Forming Storming

Tuckman’s Stages of Group Development

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Process

Forming Storming Norming

Tuckman’s Stages of Group Development

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Process

Forming Storming Norming Performing

Tuckman’s Stages of Group Development

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Process

Forming Storming Norming Performing Adjourning

Tuckman’s Stages of Group Development

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Process

Forming Storming Norming Performing Adjourning

Tuckman’s Stages of Group Development

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Process

“Essentially, all models are wrong, but some are useful.”

  • George E. P. Box
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Process

Make time for you

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Process

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Process

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Process

9am 6pm Monday Tuesday Wednesday Thursday Friday

Email Time Email Time Planning Time 1:1s Email Time Planning Time Email Time Next week planning

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Process Programming People

Concluding Thoughts

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Questions?

http://jobs.thoughtworks.com/ are hiring @patkua

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Photo Credits

http://www.flickr.com/photos/sushicam/5584789234/sizes/o/ http://www.flickr.com/photos/klausonline/5510455925/sizes/o/ http://www.flickr.com/photos/mbeo52/5062096969/sizes/l/ http://www.flickr.com/photos/create-learning/3676366324/sizes/o/ http://www.flickr.com/photos/69696287@N04/7343027064/sizes/k/