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

Presentation given at GotoAarhus 2012 on the Humans At Work track

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The Geek’s Guide to Leading Teams The Geek’s Guide to Leading Teams Presentation Transcript

  • 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? Tech Lead Agile Coach
  • 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 code base #speakerconf Source: http://twitter.com/julianboot/status/232830267822309376
  • 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! n it efi DProgramming
  • Do effective Technical Leaders need to code? ely! n it efi DProgramming
  • Do effective Technical Leaders need to code? ely! n it efi D At least 30% of the time with the teamProgramming
  • 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 getting things done...””Programming http://bit.ly/15Rm4z
  • Consistency over ClevernessProgramming
  • Programming
  • Tabs OR Spaces Brackets OR not 2 Spaces OR 4 Spaces Curly brace end of line OR next line CamelCase OR UnderscoreProgramming
  • Tabs OR Spaces Brackets OR not 2 Spaces OR 4 Spaces Curly brace end of line OR next line CamelCase OR UnderscoreProgramming
  • 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
  • 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 people offer new ideas?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?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?Programming
  • VisionProgramming
  • People
  • Strength in DiversityPeople
  • People
  • Woo Intellection Analytical Strategic Achiever Activator InputPeople
  • 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
  • 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
  • “...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
  • “...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
  • “...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
  • People
  • Collective Average Accuracy + = Accuracy Diversity*People
  • Collective Average Accuracy + = Accuracy Diversity* * Requires ability to integratePeople
  • Trust isn’t built in one dayPeople
  • Growing PeoplePeople
  • HIGHChallenge LOW LOW Skill/Ability HIGHPeople Source: Csikszentmihalyi, Flow (1990)
  • HIGH AnxietyChallenge LOW LOW Skill/Ability HIGHPeople Source: Csikszentmihalyi, Flow (1990)
  • HIGH AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Source: Csikszentmihalyi, Flow (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • HIGH Fl ow AnxietyChallenge Boredom LOW LOW Skill/Ability HIGHPeople Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
  • 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 Activities Spike Showcases Video/Book Club Technical RetrospectivesPeople
  • 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) Y om et onl ys ( butProcess Situational Leadership Model
  • High Supporting Behaviour Low Directing Behaviour HighProcess Situational Leadership Model
  • High Supporting Behaviour Low Directing Behaviour HighProcess Situational Leadership Model
  • High Supporting Behaviour Di re ctin g Low Directing Behaviour HighProcess Situational Leadership Model
  • High Coa chin Supporting Behaviour g Di re ctin g Low Directing Behaviour HighProcess Situational Leadership Model
  • High g Coa n orti chin Supporting Behaviour Supp g Di re ctin g Low Directing Behaviour HighProcess Situational Leadership Model
  • 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
  • Process Situational Leadership Model
  • Process Situational Leadership Model
  • Development level of an individualProcess Situational Leadership Model
  • Developing Developed Development level of an individualProcess Situational Leadership Model
  • Low competence Developing Developed High commitment Development level of an individualProcess Situational Leadership Model
  • Low-some Low competence Developing Developed competence Low commitment High commitment Development level of an individualProcess Situational Leadership Model
  • Moderate-high Low-some Low competence Developing Developed competence competence Variable commitment Low commitment High commitment Development level of an individualProcess Situational Leadership Model
  • 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
  • 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 Email Time Email Time 1:1s Planning Time Next week planning6pm Planning TimeProcess
  • 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/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/