Elite Leadership Tips
José Teixidó
Joesys@gmail.com
@joesys

Background
• Guby Network
(Grippo, Achei, Brújula, Yagua,
Conexcol, Mexico Global)
• Amnisty InternaJonal
• abc Digital
• Keegy / SmowJon
• Mazda USA
• Sabre Holdings

Background
• Licemil 1 “Acosta Ñú” Military Academy
• ARIOS (Jungle Ops InstrucJon Area)
• CIMOE (Special OperaJons Command)
• Military parachuJst
• Silvio PeJrossi
Para Regiment

Tech Company Warfare
• Small teams operaJng in adverse condiJons in
unstable situaJons
• “Operators” usually in charge of more than one
essenJal task
• Absolutely everybody counts
• PotenJal lack of “SituaJonal awareness”

The (lack of) Leadership Problem
• De facto teams
• Team Leads usually chosen based on pure
technical seniority or years in service for the
company
• Leaders with “I am legend” complex

Redefining Leadership
• Boss Vs. Leader:
– Boss: Dictates
– Boss: Commands
– Boss: Inspects
– Leader: Involves and inspires
• Horde or Mob Vs. Team
Difference is just a thin line
made of respect and coordinaJon

Tip #1
CulJvate the characterisJcs
of a true leader:
• DedicaJon
• Integrity
• Technical competence
• Self‐confidence
• Devoted to the objecJves that are entrusted to
him but also to his people

Tip #2
Own your team
• Values: There is no “team” unJl everybody
understands the team “colors”
• MoJvaJon: Find out what moves your team,
personally and professionally
• DevoJon: Leading is a full Jme job

Tip #3
Lead by example
• “First to fight & last to flee” aetude
• Make sure you commit to your own rules and
deadlines
• Respect your team and you will be respected

Tip #4
Provide support
and develop your team
• “Sergeant” comes from the french “Servant”... he who serves
the troops
• Facilitate and remove roadblocks
• Pareto principle: ideally 20% of new tasks or non maintenance
development
• Create a weekly space for the team to share its views on
technology or projects, even if they are personal

Tip #5
Create a dependable structure &
trust it
• Avoid “nobody in command” and “hide the bomb” situaJons
• Implement high standards without a “zero defect” aetude
• Share the burden of command and delegate process
inspecJons

Tip #6
Define “Success”
• The “problem” defines the “goal”
• Clear and realisJc objecJves
• Measure progress using always the same metrics
• Just like in combat, keeping a “defensive” aetude for long
periods of Jme drains teams moral

Tip #7
“Debrief” each mission
• Analyze what went well and what could be improved aier
every release
• Encourage feedback over the work done on the previous
release
• Making a mistake is human, making the same mistake twice is
stupid (and potenJally deadly)

Tip #8
Reward and punish
with respect
• Reward and scold should last no more than a few minutes
• Scolding should be personalized but never personal
• Should be done as soon as possible aier the offense, and
should be done in person with good eye contact

Tip #9
Stand up and take the hit
• Decide and execute when there is conflict. Never let coworkers
argue for too long waiJng for them to decide who “wins”
• Hence, even if your decision is not popular the affected party
will focus frustraJon on you and not on coworkers. Remember
keeping the team oiled and operaJve always comes first.
• Is bejer to make a bad decision than taking none

Tip #10
Shut up and learn!
• Being a leader doesn’t mean you should know everything, that
is why you have competent people reporJng to you
• A good listener is a good decision maker
• Avoid using your personal experience as your only aid when
analyzing a situaJon

Q&A
Thank you!
José Teixidó
Joesys@gmail.com
@joesys