The Geek’s Guide to   Leading Teams        @patkua      ThoughtWorks
The Geek’s Guide to   Leading Teams        @patkua      ThoughtWorks
Who am I?
Who am I?
Programmer             Me!Who am I?   Tech Lead                Agile Coach
Author                                http://tiny.cc/retrobook                        Programmer             Me!Who am I? ...
Why do we need a  Tech Lead?
?
Think this doesn’t happen   in the real world?
@julianboot
@julianboot@thejayfields: I had ten guys on my lastproject, all of them had opinions and all of them were expressed in the...
A simple test for aneffective Tech Lead...
Does the codebase look like it was    written by a single person?                  Yes                  No
What does a good Tech   Lead focus on?
PPP
ProgrammingPP
ProgrammingPeopleP
ProgrammingPeopleProcess
Programming
Do effective Technical Leaders need              to code?Programming
Do effective Technical Leaders need              to code?                                  ely!                           ...
Do effective Technical Leaders need              to code?                                  ely!                           ...
Do effective Technical Leaders need              to code?                                      ely!                       ...
Programming   http://bit.ly/15Rm4z
“...respect is the currency of              the realm”Programming                           http://bit.ly/15Rm4z
““The amount of respect an IT pro     pays someone is a measure of how      tolerable that person is when it     comes to ...
Consistency over ClevernessProgramming
Programming
Tabs OR Spaces                           Brackets OR not    2 Spaces OR 4 Spaces          Curly brace end of line         ...
Tabs OR Spaces                           Brackets OR not    2 Spaces OR 4 Spaces          Curly brace end of line         ...
Tabs OR Spaces                           Brackets OR not     There are more important topics               to spend timeCu...
Team CultureProgramming
Team CultureProgramming
Team Culture   How long does the build        stay broken?Programming
Team Culture   How long does the build        stay broken?                             Do people avoid conflict?Programming
Team Culture   How long does the build        stay broken?                                 Do people avoid conflict?    Do...
Team Culture   How long does the build        stay broken?                                 Do people avoid conflict?    Do...
Team Culture   How long does the build        stay broken?                                 Do people avoid conflict?    Do...
VisionProgramming
People
Strength in DiversityPeople
People
Woo                         Intellection     Analytical                                    Strategic                      ...
Fortune 500 companies with 3 or more women  on the Board gain a significant performance        advantage over those with t...
Fortune 500 companies with 3 or more women  on the Board gain a significant performance        advantage over those with t...
“...over the past six years,    companies with at least some female board representation outperformed those with no women ...
“...over the past six years,    companies with at least some female board representation outperformed those with no women ...
“...over the past six years,    companies with at least some female board representation outperformed those with no women ...
People
Collective   Average Accuracy +                    =         Accuracy         Diversity*People
Collective   Average Accuracy +                    =         Accuracy         Diversity*                        * Requires...
Trust isn’t built in one dayPeople
Growing PeoplePeople
HIGHChallenge  LOW            LOW   Skill/Ability                         HIGHPeople                            Source: Cs...
HIGH                  AnxietyChallenge  LOW            LOW             Skill/Ability                         HIGHPeople   ...
HIGH                  AnxietyChallenge                                                 Boredom  LOW            LOW        ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
HIGH                                                                          Fl ow                  AnxietyChallenge     ...
Maximising PotentialPeople
People
SkillsPeople
Skills         StrengthsPeople
Skills    Goals   StrengthsPeople
Interests     Skills    Goals     StrengthsPeople
Interests     Skills                   Sweet                    Spot    Goals     StrengthsPeople
Interests     Skills    Goals     StrengthsPeople
Interests     Skills    Goals     StrengthsPeople
Interests     Skills    Goals     StrengthsPeople
Interests     Skills    Goals     StrengthsPeople
Learning ActivitiesPeople
Team code reviews                      Brown Bag sessions                       Pair Programming          Learning Activit...
People
Beware the bad applePeople        “Bad Is Stronger Than Good” (2001) Baumeister et al
Process
Process
Is it okay to tell people           what to do?Process                Situational Leadership Model
Is it okay to tell people           what to do?                                 es       im es)                           ...
High          Supporting Behaviour          Low                    Directing Behaviour             HighProcess            ...
High          Supporting Behaviour          Low                    Directing Behaviour             HighProcess            ...
High          Supporting Behaviour                                               Di                                       ...
High                                              Coa                                                 chin          Suppor...
High                                    g                                               Coa                               ...
High                                         g                                                    Coa                     ...
Process   Situational Leadership Model
Process   Situational Leadership Model
Development level of an individualProcess                               Situational Leadership Model
Developing   Developed               Development level of an individualProcess                                    Situatio...
Low competence                                                                      Developing   Developed                ...
Low-some                                                    Low competence                                                ...
Moderate-high          Low-some                                                        Low competence                     ...
Moderate-high          Low-some                High competence                                            Low competence  ...
Tuckman’s ModelProcess
Process   Tuckman’s Stages of Group Development
FormingProcess     Tuckman’s Stages of Group Development
Forming   StormingProcess                Tuckman’s Stages of Group Development
Forming   Storming   NormingProcess                    Tuckman’s Stages of Group Development
Forming   Storming   Norming   PerformingProcess                    Tuckman’s Stages of Group Development
Forming   Storming   Norming   Performing     AdjourningProcess                    Tuckman’s Stages of Group Development
Forming   Storming   Norming   Performing     AdjourningProcess                    Tuckman’s Stages of Group Development
“Essentially, all models are     wrong, but some are useful.”                            - George E. P. BoxProcess
Make time for youProcess
Process
Process
Monday       Tuesday    Wednesday    Thursday      Friday      Email Time   Email Time9am                                 ...
Concluding ThoughtsProgramming   People   Process
Questions?                   are hiringhttp://jobs.thoughtworks.com/         @patkua
Photo Creditshttp://www.flickr.com/photos/69696287@N04/7343027064/sizes/k/http://www.flickr.com/photos/create-learning/367...
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
The Geek’s Guide to Leading Teams
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The Geek’s Guide to Leading Teams

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Presentation given at GotoAarhus 2012 on the Humans At Work track

Published in: Business

The Geek’s Guide to Leading Teams

  1. 1. The Geek’s Guide to Leading Teams @patkua ThoughtWorks
  2. 2. The Geek’s Guide to Leading Teams @patkua ThoughtWorks
  3. 3. Who am I?
  4. 4. Who am I?
  5. 5. Programmer Me!Who am I? Tech Lead Agile Coach
  6. 6. Author http://tiny.cc/retrobook Programmer Me!Who am I? Tech Lead Agile Coach
  7. 7. Why do we need a Tech Lead?
  8. 8. ?
  9. 9. Think this doesn’t happen in the real world?
  10. 10. @julianboot
  11. 11. @julianboot@thejayfields: I had ten guys on my lastproject, all of them had opinions and all of them were expressed in the code base #speakerconf Source: http://twitter.com/julianboot/status/232830267822309376
  12. 12. A simple test for aneffective Tech Lead...
  13. 13. Does the codebase look like it was written by a single person? Yes No
  14. 14. What does a good Tech Lead focus on?
  15. 15. PPP
  16. 16. ProgrammingPP
  17. 17. ProgrammingPeopleP
  18. 18. ProgrammingPeopleProcess
  19. 19. Programming
  20. 20. Do effective Technical Leaders need to code?Programming
  21. 21. Do effective Technical Leaders need to code? ely! n it efi DProgramming
  22. 22. Do effective Technical Leaders need to code? ely! n it efi DProgramming
  23. 23. Do effective Technical Leaders need to code? ely! n it efi D At least 30% of the time with the teamProgramming
  24. 24. Programming http://bit.ly/15Rm4z
  25. 25. “...respect is the currency of the realm”Programming http://bit.ly/15Rm4z
  26. 26. ““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
  27. 27. Consistency over ClevernessProgramming
  28. 28. Programming
  29. 29. Tabs OR Spaces Brackets OR not 2 Spaces OR 4 Spaces Curly brace end of line OR next line CamelCase OR UnderscoreProgramming
  30. 30. Tabs OR Spaces Brackets OR not 2 Spaces OR 4 Spaces Curly brace end of line OR next line CamelCase OR UnderscoreProgramming
  31. 31. Tabs OR Spaces Brackets OR not There are more important topics to spend timeCurly brace end of line 2 Spaces OR 4 Spaces on... OR next line CamelCase OR UnderscoreProgramming
  32. 32. Team CultureProgramming
  33. 33. Team CultureProgramming
  34. 34. Team Culture How long does the build stay broken?Programming
  35. 35. Team Culture How long does the build stay broken? Do people avoid conflict?Programming
  36. 36. Team Culture How long does the build stay broken? Do people avoid conflict? Do people offer new ideas?Programming
  37. 37. 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?Programming
  38. 38. 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
  39. 39. VisionProgramming
  40. 40. People
  41. 41. Strength in DiversityPeople
  42. 42. People
  43. 43. Woo Intellection Analytical Strategic Achiever Activator InputPeople
  44. 44. Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewestPeople Source: Catalyst (2007) http://bit.ly/nEEfGX
  45. 45. Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest 73% 83% 112% Return on Sales Return on Equity Return on Invested CapitalPeople Source: Catalyst (2007) http://bit.ly/nEEfGX
  46. 46. “...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
  47. 47. “...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 EquityPeople Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
  48. 48. “...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% 16% Return on Equity Return on EquityPeople Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
  49. 49. People
  50. 50. Collective Average Accuracy + = Accuracy Diversity*People
  51. 51. Collective Average Accuracy + = Accuracy Diversity* * Requires ability to integratePeople
  52. 52. Trust isn’t built in one dayPeople
  53. 53. Growing PeoplePeople
  54. 54. HIGHChallenge LOW LOW Skill/Ability HIGHPeople Source: Csikszentmihalyi, Flow (1990)
  55. 55. HIGH AnxietyChallenge LOW LOW Skill/Ability HIGHPeople Source: Csikszentmihalyi, Flow (1990)
  56. 56. HIGH AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Source: Csikszentmihalyi, Flow (1990)
  57. 57. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  58. 58. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  59. 59. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  60. 60. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  61. 61. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  62. 62. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  63. 63. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  64. 64. HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  65. 65. Maximising PotentialPeople
  66. 66. People
  67. 67. SkillsPeople
  68. 68. Skills StrengthsPeople
  69. 69. Skills Goals StrengthsPeople
  70. 70. Interests Skills Goals StrengthsPeople
  71. 71. Interests Skills Sweet Spot Goals StrengthsPeople
  72. 72. Interests Skills Goals StrengthsPeople
  73. 73. Interests Skills Goals StrengthsPeople
  74. 74. Interests Skills Goals StrengthsPeople
  75. 75. Interests Skills Goals StrengthsPeople
  76. 76. Learning ActivitiesPeople
  77. 77. Team code reviews Brown Bag sessions Pair Programming Learning Activities Spike Showcases Video/Book Club Technical RetrospectivesPeople
  78. 78. People
  79. 79. Beware the bad applePeople “Bad Is Stronger Than Good” (2001) Baumeister et al
  80. 80. Process
  81. 81. Process
  82. 82. Is it okay to tell people what to do?Process Situational Leadership Model
  83. 83. Is it okay to tell people what to do? es im es) Y om et onl ys ( butProcess Situational Leadership Model
  84. 84. High Supporting Behaviour Low Directing Behaviour HighProcess Situational Leadership Model
  85. 85. High Supporting Behaviour Low Directing Behaviour HighProcess Situational Leadership Model
  86. 86. High Supporting Behaviour Di re ctin g Low Directing Behaviour HighProcess Situational Leadership Model
  87. 87. High Coa chin Supporting Behaviour g Di re ctin g Low Directing Behaviour HighProcess Situational Leadership Model
  88. 88. High g Coa n orti chin Supporting Behaviour Supp g Di re ctin g Low Directing Behaviour HighProcess Situational Leadership Model
  89. 89. High g Coa n orti chin Supporting Behaviour Supp g ng Di ti re le ga ctin D e g Low Directing Behaviour HighProcess Situational Leadership Model
  90. 90. Process Situational Leadership Model
  91. 91. Process Situational Leadership Model
  92. 92. Development level of an individualProcess Situational Leadership Model
  93. 93. Developing Developed Development level of an individualProcess Situational Leadership Model
  94. 94. Low competence Developing Developed High commitment Development level of an individualProcess Situational Leadership Model
  95. 95. Low-some Low competence Developing Developed competence Low commitment High commitment Development level of an individualProcess Situational Leadership Model
  96. 96. Moderate-high Low-some Low competence Developing Developed competence competence Variable commitment Low commitment High commitment Development level of an individualProcess Situational Leadership Model
  97. 97. Moderate-high Low-some High competence Low competence Developing Developed competence competence High commitment Variable commitment Low commitment High commitment Development level of an individualProcess Situational Leadership Model
  98. 98. Tuckman’s ModelProcess
  99. 99. Process Tuckman’s Stages of Group Development
  100. 100. FormingProcess Tuckman’s Stages of Group Development
  101. 101. Forming StormingProcess Tuckman’s Stages of Group Development
  102. 102. Forming Storming NormingProcess Tuckman’s Stages of Group Development
  103. 103. Forming Storming Norming PerformingProcess Tuckman’s Stages of Group Development
  104. 104. Forming Storming Norming Performing AdjourningProcess Tuckman’s Stages of Group Development
  105. 105. Forming Storming Norming Performing AdjourningProcess Tuckman’s Stages of Group Development
  106. 106. “Essentially, all models are wrong, but some are useful.” - George E. P. BoxProcess
  107. 107. Make time for youProcess
  108. 108. Process
  109. 109. Process
  110. 110. Monday Tuesday Wednesday Thursday Friday Email Time Email Time9am Email Time Email Time 1:1s Planning Time Next week planning6pm Planning TimeProcess
  111. 111. Concluding ThoughtsProgramming People Process
  112. 112. Questions? are hiringhttp://jobs.thoughtworks.com/ @patkua
  113. 113. Photo Creditshttp://www.flickr.com/photos/69696287@N04/7343027064/sizes/k/http://www.flickr.com/photos/create-learning/3676366324/sizes/o/http://www.flickr.com/photos/mbeo52/5062096969/sizes/l/http://www.flickr.com/photos/klausonline/5510455925/sizes/o/http://www.flickr.com/photos/sushicam/5584789234/sizes/o/
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