This document discusses building effective teams for software development. It begins by defining a team as a group of people linked by a common purpose, such as getting together to work on software projects, earn experience, and find solutions. It then provides advice on picking team members based on company culture and interviews. The rest of the document discusses building trust within a team by hiring non-toxic people and different roles that team members may take on, comparing both positive "pillar builder" roles and negative "pillar crusher" roles for common D&D classes like barbarians, bards, and fighters. It emphasizes that teamwork is important for success.
The Day I Realized I Was Not Yet An Agile Coach : Presented by Sylvain MaheoGuild .
I remember that morning, 6 or 7 years ago. I had been practicing Agile for a couple of years and I had decided to update my LinkedIn profile. I opened my profile, edited my headline and replaced “Scrum Master” with “Agile Coach”.
That was a lie. But I didn’t know it at that time. I really believed I had become a coach. In reality I was a consultant, a trainer, sometimes a mentor.
A few years later I decided to go back to school -a coaching school- and it changed my life.
In this talk, I shared my personal journey to become an (Agile) Coach and shared what I’ve learned along the way:
• What is the difference between consulting, training, coaching and why we should care?
• Why by calling ourselves coaches we are not doing any good to the coach profession?
• What can we do about it?
• How did I become a coach?
• What are my coaching tools?
• Does your organization really need a coach?
This document contains the resume of Muhammad Bilal, an electrical supervisor based in Kabirwala, Pakistan. He has over 9 years of experience working in electrical construction and maintenance projects for power plants, petrochemical plants, and other industrial facilities. His responsibilities have included installing electrical equipment, laying cables, testing systems, and overseeing site activities. He is seeking new employment opportunities as an electrical supervisor.
Lets Get Organized! How to build the team culture you needchrisdagenais
This document provides guidance on building self-organizing teams through establishing the right culture. It discusses that self-organizing teams require management buy-in, freedom to fail, being presented with problems rather than prescribed solutions, cross-functional collaboration, and clearly defined boundaries. An effective culture focuses on the team over individuals, passion for work, accountability, responsibility, and giving and receiving feedback constructively. Developing the right culture is key to empowering teams to be productive, collaborative, and achieve better solutions.
This document provides advice on building and managing a startup team. It discusses that startups solve new problems by applying new technologies in a fast-changing environment. The right metaphor is being a kayak on the ocean rather than "going heads down." The ecosystem includes many people who don't care if you succeed. The author recommends finding exemplar companies in analogous situations to determine optimal team size and structure. When hiring, prioritize culture fit, intelligence, and a track record of success over specific skills. Constantly communicate goals and hold people accountable for milestones. Turnover is normal, as retaining over 85% of a startup team year-over-year is unheard of.
No matter if you just have colleagues or organize people as a team lead or senior developer: There are some mechanics that apply to any mentally healthy human being and that have to be taken into consideration when you want to achieve good results as a team. This talk tries to give you a easy but valid introduction to some scientific findings about the nuts and bolts of brains and souls of the biggest investment your company probably has made: your teams.
Anne Marie Charrett - Curiosity Killed The Cat... (a case study) - EuroSTAR 2013TEST Huddle
EuroSTAR Software Testing Conference 2013 presentation on Curiosity Killed The Cat... (a case study) by Anne Marie Charrett.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
The document discusses team roles and dynamics. It identifies four main team player roles: the Doer, the Visionary, the Feeler, and the Boat Rocker. Each role has strengths and weaknesses. Effective teams require a balance of these roles. Team leaders must understand different styles and ensure roles are used appropriately to achieve goals and maintain positive team functioning.
The Day I Realized I Was Not Yet An Agile Coach : Presented by Sylvain MaheoGuild .
I remember that morning, 6 or 7 years ago. I had been practicing Agile for a couple of years and I had decided to update my LinkedIn profile. I opened my profile, edited my headline and replaced “Scrum Master” with “Agile Coach”.
That was a lie. But I didn’t know it at that time. I really believed I had become a coach. In reality I was a consultant, a trainer, sometimes a mentor.
A few years later I decided to go back to school -a coaching school- and it changed my life.
In this talk, I shared my personal journey to become an (Agile) Coach and shared what I’ve learned along the way:
• What is the difference between consulting, training, coaching and why we should care?
• Why by calling ourselves coaches we are not doing any good to the coach profession?
• What can we do about it?
• How did I become a coach?
• What are my coaching tools?
• Does your organization really need a coach?
This document contains the resume of Muhammad Bilal, an electrical supervisor based in Kabirwala, Pakistan. He has over 9 years of experience working in electrical construction and maintenance projects for power plants, petrochemical plants, and other industrial facilities. His responsibilities have included installing electrical equipment, laying cables, testing systems, and overseeing site activities. He is seeking new employment opportunities as an electrical supervisor.
Lets Get Organized! How to build the team culture you needchrisdagenais
This document provides guidance on building self-organizing teams through establishing the right culture. It discusses that self-organizing teams require management buy-in, freedom to fail, being presented with problems rather than prescribed solutions, cross-functional collaboration, and clearly defined boundaries. An effective culture focuses on the team over individuals, passion for work, accountability, responsibility, and giving and receiving feedback constructively. Developing the right culture is key to empowering teams to be productive, collaborative, and achieve better solutions.
This document provides advice on building and managing a startup team. It discusses that startups solve new problems by applying new technologies in a fast-changing environment. The right metaphor is being a kayak on the ocean rather than "going heads down." The ecosystem includes many people who don't care if you succeed. The author recommends finding exemplar companies in analogous situations to determine optimal team size and structure. When hiring, prioritize culture fit, intelligence, and a track record of success over specific skills. Constantly communicate goals and hold people accountable for milestones. Turnover is normal, as retaining over 85% of a startup team year-over-year is unheard of.
No matter if you just have colleagues or organize people as a team lead or senior developer: There are some mechanics that apply to any mentally healthy human being and that have to be taken into consideration when you want to achieve good results as a team. This talk tries to give you a easy but valid introduction to some scientific findings about the nuts and bolts of brains and souls of the biggest investment your company probably has made: your teams.
Anne Marie Charrett - Curiosity Killed The Cat... (a case study) - EuroSTAR 2013TEST Huddle
EuroSTAR Software Testing Conference 2013 presentation on Curiosity Killed The Cat... (a case study) by Anne Marie Charrett.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
The document discusses team roles and dynamics. It identifies four main team player roles: the Doer, the Visionary, the Feeler, and the Boat Rocker. Each role has strengths and weaknesses. Effective teams require a balance of these roles. Team leaders must understand different styles and ensure roles are used appropriately to achieve goals and maintain positive team functioning.
Build Quality In, workshop with Janet Gregory and Lisa Crispin at Agile Roots...lisacrispin
This document summarizes a presentation given by Lisa Crispin and Janet Gregory on building quality into agile teams. The presentation discusses how testing is a collaborative activity involving multi-disciplinary skills across the whole team. Attendees participated in exercises to identify the testing skills each team member contributes and experiments with applying collaborative techniques to prioritized skills. The presentation emphasizes the importance of transferring skills across the team and finding ways for testers to be change agents to continuously improve quality.
Jesse Schell gives a presentation on building and leading a successful game studio. He outlines a three step plan: 1) Build a studio by hiring a team, 2) Protect the studio by obtaining funding, and 3) Make awesome games while optimizing studio operations. He emphasizes the importance of caring for employees by meeting their many needs, such as adequate pay, clear vision, respect, and feedback. Schell also provides tips for studio leaders, such as getting organized, delegating tasks, and focusing on coaching the team. The overall message is that studio heads can succeed by prioritizing their people and culture above all else.
Classical Approach to Agile Coaching : Presented by Sateesh Sindogi oGuild .
EmpiRadical Consulting provides project management and agile coaching services. They help clients own up project management, coach agile teams, and implement custom delivery models. EmpiRadical also develops educational products like DeltaLearn. The document discusses how a classical project manager like Rahul Dravid was able to adapt to new cricket formats and have success coaching teams, suggesting that a classic PM with the right mindset can also coach agile teams by focusing on fundamentals, building confidence, sticking to process, and embracing change. It provides a checklist for coaches to help teams with skills, mindset, process, experimentation, and innovation.
The document provides information about team building. It discusses defining a team and reasons for organizing teams such as synergy, consensus building, innovative solutions, and productivity. It also outlines characteristics of effective teams including clear goals and communication. Various team building activities and games are described to motivate the team. Key factors for team performance and stages of team development are also summarized. Qualities of an effective team player such as being adaptable, collaborative, and committed are highlighted.
The document provides guidance on getting the best out of a team. It recommends first getting to know team members by understanding their backgrounds, personalities, strengths, weaknesses, and what motivates them. Personality types are broken into four categories: sanguine, phlegmatic, choleric, melancholic. Understanding these types helps leverage strengths and accommodate weaknesses. It also stresses focusing on individual strengths over weaknesses by playing to each person's strengths. Finally, it advises tailoring rewards to trigger a feeling of value for each team member, as people are motivated by different things.
This document provides a summary of the book "The Disney Way" by Lee Cockerell. It was published in 2008 by Doubleday Publishing Group. The book shares 10 common sense leadership principles used by Disney to create a successful work culture, such as making every employee feel valued, clear communication, treating customers and employees well, and continuous learning and improvement. The summary highlights many of the leadership strategies discussed in the book for creating an engaging work environment.
Building Resilience: Practical Tools for Keeping Your Head While Navigating a...Jack Pringle
An updated version of a presentation I have given several times that offers some perspective on the challenges attorneys face in a dynamic business and practice environment. Hopefully you will find some practical nuggets for use in surviving- and perhaps thriving in- the practice of law
How to Prepare for and Survive a Technical InterviewPerl Careers
This document provides advice on how to prepare for and survive a technical interview. It begins with an introduction of the author and their relevant experience. It then discusses that interviewers have no real idea what they are doing and the goals are to see if candidates can demonstrate their claimed skills and experience, maintain composure, and be likable.
The document provides tips such as doing research on the company and interviewers, preparing for different types of technical challenges by practicing explanations and showing work, focusing on being interesting rather than just providing right answers, and preparing responses to common technical and non-technical questions. It emphasizes practicing answers out loud and prioritizing based on the job requirements and one's own strengths.
This document provides guidance on how to create and deliver winning pitches to win new business. It discusses the importance of understanding the pitch process, profiling the audience, developing a clear structure and compelling content, and delivering the pitch convincingly. Effective pitches require preparation, a logical argument, understanding customer needs, creativity, building rapport, and getting the team dynamics right.
The document discusses problem solving as one of the individual's key strengths. People who know the individual note that they are great at solving problems, which comes naturally to them and seems to energize them. Problem solving is something the individual habitually does and has been noted by others as a strength on multiple occasions. The document explores problem solving as a potential "super power" for the individual.
Hacking is a mindset, not a skillset (agile ottawa)Ellen Grove
The document discusses Tanya Snook's presentation on hacking being a mindset rather than a skillset. It provides 5 principles of a hacking mindset: 1) Challenge accepted, 2) Blow away the box, 3) Bring your friends, 4) Give it away now, and 5) Pay it forward. Hacking is defined as clever, ethical, enjoyable, and excellence-seeking behavior. The presentation encourages the audience to adopt a hacking mindset and provided resources for doing so.
The document discusses values, principles, and practices related to agile transformation. It begins by defining values, principles, and practices, using examples like feedback and unit testing. It then discusses concepts like minimum viable product, stand-ups, and retrospectives, examining whether they are rituals or practices. The document advocates discerning when rituals help or hinder and suggests principles and values should underpin practices. It also maps agile values and practices to universal ideals like truth, strength, beauty, fraternity, equality and liberty. Finally, it encourages permeating agility with feedback and manifesting ideals through small steps.
This document discusses how Harry Potter themes can be used to teach leadership and academic advising. It describes a sorting hat quiz that assigns advisors to Hogwarts houses based on their leadership strengths. The houses - Gryffindor, Slytherin, Hufflepuff and Ravenclaw - each represent different strengths and approaches to advising. Advisors discuss in house groups how their strengths align with advising. The document provides examples of how advisors can apply their strengths to support students and colleagues. It concludes by noting Harry Potter's message that we all have the power to imagine and build a better future.
This document provides guidance on conducting a skills bootcamp for new business. It discusses 10 key steps: initial contact, researching the opportunity, methodical analysis, criteria for proceeding, preparation, warming up prospects, tone, team, credentials, and presentation. For each step, it offers questions to consider and tips for success such as casting the right team, weaving credentials into the pitch narrative, and using brainstorming techniques to structure the presentation. The overall message is thorough planning and research are essential to capitalize on new business opportunities.
SourceCon Atlanta 2013 Presentation: How to Hire and Build Your Own Sourcing ...Glen Cathey
This is my 2013 SourceCon Atlanta presentation on how to hire and grow your own sourcing team. It covers my hiring profile, a few Boolean search strings for finding people who fit my hiring profile, support for my theory that you can create super sourcers (and recruiters for that matter) by hiring people with no experience and training them properly, coming from the book "The Talent Code." It also explores the pros and cons of hiring experienced sourcers vs. hiring people with no experience and building sourcers from scratch.
The first in a series of lectures & workshops titled "Nuts and Bolts of doing a startup". Hosted by T2F and presented by Abdulrahman Rafiq & Danish Mun
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Originally given at MIGS2012, this presentation describes the high standard that should be applied to leaders in the video games industry. It also gives examples of how to improve and a description of what you can expect in an organization that focuses on quality leadership.
Email me for the full deck with notes, additional research results, and links to all of the studies backing up the statements made herein.
http://www.fullergameproduction.com
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/3.0/.
This document discusses creativity from several perspectives including the creative person, process, product, and environment. It describes characteristics of creative individuals such as fluency, flexibility, and risk-taking. The creative process is explained as involving preparation, incubation, illumination, and verification. A creative product must be novel, meaningful, useful, and aesthetic. The creative environment should be stimulating, protective, and respect diverse ideas. Blocks to creativity like fear and conformity are also examined. Different learning and thinking styles are presented, as well as techniques to stimulate creativity like random word associations and morphological analysis.
Jesse Schell provides leadership advice for game studio founders and leaders. He outlines a three step plan: 1) Build a studio by hiring the right people, 2) Protect the studio by securing funding, and 3) Optimize the studio by focusing on team happiness and growth. Schell emphasizes the importance of clear communication, respecting your team, and helping your team feel cared about through coaching and feedback.
Build Quality In, workshop with Janet Gregory and Lisa Crispin at Agile Roots...lisacrispin
This document summarizes a presentation given by Lisa Crispin and Janet Gregory on building quality into agile teams. The presentation discusses how testing is a collaborative activity involving multi-disciplinary skills across the whole team. Attendees participated in exercises to identify the testing skills each team member contributes and experiments with applying collaborative techniques to prioritized skills. The presentation emphasizes the importance of transferring skills across the team and finding ways for testers to be change agents to continuously improve quality.
Jesse Schell gives a presentation on building and leading a successful game studio. He outlines a three step plan: 1) Build a studio by hiring a team, 2) Protect the studio by obtaining funding, and 3) Make awesome games while optimizing studio operations. He emphasizes the importance of caring for employees by meeting their many needs, such as adequate pay, clear vision, respect, and feedback. Schell also provides tips for studio leaders, such as getting organized, delegating tasks, and focusing on coaching the team. The overall message is that studio heads can succeed by prioritizing their people and culture above all else.
Classical Approach to Agile Coaching : Presented by Sateesh Sindogi oGuild .
EmpiRadical Consulting provides project management and agile coaching services. They help clients own up project management, coach agile teams, and implement custom delivery models. EmpiRadical also develops educational products like DeltaLearn. The document discusses how a classical project manager like Rahul Dravid was able to adapt to new cricket formats and have success coaching teams, suggesting that a classic PM with the right mindset can also coach agile teams by focusing on fundamentals, building confidence, sticking to process, and embracing change. It provides a checklist for coaches to help teams with skills, mindset, process, experimentation, and innovation.
The document provides information about team building. It discusses defining a team and reasons for organizing teams such as synergy, consensus building, innovative solutions, and productivity. It also outlines characteristics of effective teams including clear goals and communication. Various team building activities and games are described to motivate the team. Key factors for team performance and stages of team development are also summarized. Qualities of an effective team player such as being adaptable, collaborative, and committed are highlighted.
The document provides guidance on getting the best out of a team. It recommends first getting to know team members by understanding their backgrounds, personalities, strengths, weaknesses, and what motivates them. Personality types are broken into four categories: sanguine, phlegmatic, choleric, melancholic. Understanding these types helps leverage strengths and accommodate weaknesses. It also stresses focusing on individual strengths over weaknesses by playing to each person's strengths. Finally, it advises tailoring rewards to trigger a feeling of value for each team member, as people are motivated by different things.
This document provides a summary of the book "The Disney Way" by Lee Cockerell. It was published in 2008 by Doubleday Publishing Group. The book shares 10 common sense leadership principles used by Disney to create a successful work culture, such as making every employee feel valued, clear communication, treating customers and employees well, and continuous learning and improvement. The summary highlights many of the leadership strategies discussed in the book for creating an engaging work environment.
Building Resilience: Practical Tools for Keeping Your Head While Navigating a...Jack Pringle
An updated version of a presentation I have given several times that offers some perspective on the challenges attorneys face in a dynamic business and practice environment. Hopefully you will find some practical nuggets for use in surviving- and perhaps thriving in- the practice of law
How to Prepare for and Survive a Technical InterviewPerl Careers
This document provides advice on how to prepare for and survive a technical interview. It begins with an introduction of the author and their relevant experience. It then discusses that interviewers have no real idea what they are doing and the goals are to see if candidates can demonstrate their claimed skills and experience, maintain composure, and be likable.
The document provides tips such as doing research on the company and interviewers, preparing for different types of technical challenges by practicing explanations and showing work, focusing on being interesting rather than just providing right answers, and preparing responses to common technical and non-technical questions. It emphasizes practicing answers out loud and prioritizing based on the job requirements and one's own strengths.
This document provides guidance on how to create and deliver winning pitches to win new business. It discusses the importance of understanding the pitch process, profiling the audience, developing a clear structure and compelling content, and delivering the pitch convincingly. Effective pitches require preparation, a logical argument, understanding customer needs, creativity, building rapport, and getting the team dynamics right.
The document discusses problem solving as one of the individual's key strengths. People who know the individual note that they are great at solving problems, which comes naturally to them and seems to energize them. Problem solving is something the individual habitually does and has been noted by others as a strength on multiple occasions. The document explores problem solving as a potential "super power" for the individual.
Hacking is a mindset, not a skillset (agile ottawa)Ellen Grove
The document discusses Tanya Snook's presentation on hacking being a mindset rather than a skillset. It provides 5 principles of a hacking mindset: 1) Challenge accepted, 2) Blow away the box, 3) Bring your friends, 4) Give it away now, and 5) Pay it forward. Hacking is defined as clever, ethical, enjoyable, and excellence-seeking behavior. The presentation encourages the audience to adopt a hacking mindset and provided resources for doing so.
The document discusses values, principles, and practices related to agile transformation. It begins by defining values, principles, and practices, using examples like feedback and unit testing. It then discusses concepts like minimum viable product, stand-ups, and retrospectives, examining whether they are rituals or practices. The document advocates discerning when rituals help or hinder and suggests principles and values should underpin practices. It also maps agile values and practices to universal ideals like truth, strength, beauty, fraternity, equality and liberty. Finally, it encourages permeating agility with feedback and manifesting ideals through small steps.
This document discusses how Harry Potter themes can be used to teach leadership and academic advising. It describes a sorting hat quiz that assigns advisors to Hogwarts houses based on their leadership strengths. The houses - Gryffindor, Slytherin, Hufflepuff and Ravenclaw - each represent different strengths and approaches to advising. Advisors discuss in house groups how their strengths align with advising. The document provides examples of how advisors can apply their strengths to support students and colleagues. It concludes by noting Harry Potter's message that we all have the power to imagine and build a better future.
This document provides guidance on conducting a skills bootcamp for new business. It discusses 10 key steps: initial contact, researching the opportunity, methodical analysis, criteria for proceeding, preparation, warming up prospects, tone, team, credentials, and presentation. For each step, it offers questions to consider and tips for success such as casting the right team, weaving credentials into the pitch narrative, and using brainstorming techniques to structure the presentation. The overall message is thorough planning and research are essential to capitalize on new business opportunities.
SourceCon Atlanta 2013 Presentation: How to Hire and Build Your Own Sourcing ...Glen Cathey
This is my 2013 SourceCon Atlanta presentation on how to hire and grow your own sourcing team. It covers my hiring profile, a few Boolean search strings for finding people who fit my hiring profile, support for my theory that you can create super sourcers (and recruiters for that matter) by hiring people with no experience and training them properly, coming from the book "The Talent Code." It also explores the pros and cons of hiring experienced sourcers vs. hiring people with no experience and building sourcers from scratch.
The first in a series of lectures & workshops titled "Nuts and Bolts of doing a startup". Hosted by T2F and presented by Abdulrahman Rafiq & Danish Mun
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Originally given at MIGS2012, this presentation describes the high standard that should be applied to leaders in the video games industry. It also gives examples of how to improve and a description of what you can expect in an organization that focuses on quality leadership.
Email me for the full deck with notes, additional research results, and links to all of the studies backing up the statements made herein.
http://www.fullergameproduction.com
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/3.0/.
This document discusses creativity from several perspectives including the creative person, process, product, and environment. It describes characteristics of creative individuals such as fluency, flexibility, and risk-taking. The creative process is explained as involving preparation, incubation, illumination, and verification. A creative product must be novel, meaningful, useful, and aesthetic. The creative environment should be stimulating, protective, and respect diverse ideas. Blocks to creativity like fear and conformity are also examined. Different learning and thinking styles are presented, as well as techniques to stimulate creativity like random word associations and morphological analysis.
Jesse Schell provides leadership advice for game studio founders and leaders. He outlines a three step plan: 1) Build a studio by hiring the right people, 2) Protect the studio by securing funding, and 3) Optimize the studio by focusing on team happiness and growth. Schell emphasizes the importance of clear communication, respecting your team, and helping your team feel cared about through coaching and feedback.
2. About The Dungeon Master
• Brett Whittington
• Ranger
• Chaotic Good
• @BrettTheWhitt
3. This Quest
• Definition of a Team
• How to build a real team
• Effective questing with a team
• The types of people you may encounter on your adventure.
4. Definition of a Team
A team comprises a group of people or other animals linked in a
common purpose. Human teams are especially appropriate for
conducting tasks that are high in complexity and have many
interdependent subtasks.
5. Definition of a Team
• The purpose of a team is to get together in a basement with a
bunch of other nerds to eat pizza, get experience, and get
treasure.
6. Definition of a Team
• In software, the purpose of the team is to get together in a
basement, drink coffee, get experience, and get treasure.
9. Building a true team
HRT is pronounced as Heart.
• Humility
• Respect
• Trust
10. Building a true team
• Hire non-toxic people.
• Working with toxic people to change
• Let them
11. Classes - Barbarian
• Pillar Crushers
• Not the sharpest tool in the shed.
• Rages at the drop of a hat.
• Bull-headed as he is strong.
• Pillar Builders
• Loyal to a fault
• Purpose Driven
• Can carry a heavy load
13. Classes - Fighter
Slays bugs with the weapons of the trade.
• Pillar Crushers
• Laughs at lessor team members for their lack o f knowledge.
• Slays all who stand in their way.
• Pillar Builders
• Takes the brunt hordes of user requests.
• Mentor junior members of the team by teaching them the tools of the
trade.
• Able to back up other team members when they get into trouble
14. Classes - Paladin
Upholds the laws of Patterns and Practices.
• Pillar Crushers
• Dogmatic belief in patterns and practices
• Mutters rules by rote
• Expects others to do the same
• Pillar Builders
• Knows when to use the right tool for the job.
• Realizes that others have differing opinions.
15. Classes - Ranger
Jack of all trades; master of of none. Great at scouting out
problems before they occur.
• Pillar Crushers
• Unintentionally or purposely leads team members down rabbit holes.
• Gives less experienced team member all the answers.
• Pillar Builders
• Able to see potentional issues before they occur.
• Not scared to tackle new problems
16. Classes - Rogue
Problem solver; able to look at a complicated and disarm it so the
team doesn’t have too
• Pillar Crushers
• Back stabber -Quick to blame others for failings of the team.
• Steals credit
• HRT
• Excellent problem solver
• Able to build complex code with little difficulty.
17. Classes - Wizard
Masters of arcane and obscure knowledge
• Pillar Crushers
• Choose to keep their knowledge to themselves.
• Unwilling to learn new things
• Pillar Builders
• Domain knowledge is second to none.
• Can wave their wand and fix extremely difficult problems with ease.
• The google of the company.
19. Credits
Wizards of the Coast – D&D Theme
Background Image - Wenjun Mao
Team Geek - Brian W. Fitzpatrick, Ben Collins-Sussman /
O’Reilly Media
Conan – Universal Pictures
Hobbit – New Line Cinema, MGM
Editor's Notes
Brian W. Fitzpatrick, Ben Collins-Sussman
Talk why teams are important and about your team project in school
Talk about why assigned groups are bad but also talk about how they are actually pretty relevant.
Company Culture
If you know any former employees they can describe the environment.
Review the website to see what benefits the company provides.
Find some employees on social networks and invite them to lunch.
People who are in a team generally work together based on the 3 pillars of Humility, Respect, and Trust as described in Team Geek. I can also be pronounced as HURT because if you violate any of the three pillars. It can compromise yourself and your team.
Party members might work together but have no problem turning on each other when it suits their mood or the situation changes. Situation: Fully Unit Tested, Code Reviewed Code gets deployed to production. A couple of days later it fails? What is the sequence of events for a team? For a party? What happens when the bug is found?
A team will take responsibility for what happened as a whole and not blame the individual who caused the bug. The party will instantly turn on the individual and will leave them out in the wild.
Can you believe this film is 33 years old and it won the leading actress a golden globe?
Has a pillar crusher
Don’t have answers don’t pretend, defensive, opinionated
Stand ups are good
Stretch them but don’t break them
Are a pillar crusher
Constructive criticism, don’t be afraid to ask for help.
Is a Pillar builder
Monotonous tasks
A do’er
Great at doing maintenance/support.
A lot of junior people tend to fall into this class
Story about guy who spends most of Monday morning talking about the weekend.
Has a pillar crusher
Keep watch but don’t hover.
Have facts
Keep busy
Are a pillar crusher
Be mindful of other people’s time
Don’t lie to save face
Ask for more work.
Is a Pillar builder
Support your team mates
Gives direction
Usually a project manager.
Has a pillar crusher
Are a pillar crusher
Is a Pillar builder
Has a pillar crusher
Are a pillar crusher
Is a Pillar builder
A lot of senior developers fall into this.
Has a pillar crusher
Are a pillar crusher
Is a Pillar builder
Has a pillar crusher
Are a pillar crusher
Is a Pillar builder
I've had a long career as a Senior Software Engineer. I've got a few years to go till retirement, and I just wanted to request advice on how to deal with new grads. A lot of kids these days have no respect, and often will correct without professional courtesy. I also have a strong reputation at this company, and I've built up a large infrastructure that I have control over. These new kids, though often with better ideas, would undo what I've done, and possibly risk the hard work that justifies my position.