The document discusses the transition to becoming a team lead and provides advice on key responsibilities including communication, work management, delegation, handling change, and personnel reviews. It emphasizes communicating responsibilities when committing to tasks, praising publicly and coaching privately, understanding individual communication preferences, and ensuring the team can meet expectations while allowing for training.

1. I’m
a
Team
Lead,
Now
What?
Presented
by
Phillip
Duba

2. Who
am
I?
• IS
Developer,
Supervisor
at
The
Children’s
Hospital
of
Philadelphia
for
past
2
years,
officially
• ColdFusion
Developer
for
15
years
• Graduate
of
Lockheed
MarFn’s
Engineering
Leadership
Development
Program
• 1998
graduate
of
the
US
Naval
Academy

3. Topics
of
Conversation
• TransiFon
• Peer
to
Boss
• CommunicaFon
• Work
Management
• DelegaFon
• HR
Things
• Discussion

4. “Team
Lead”
• In
the
context
of
this
presentaFon
• Those
with
technical
and
managerial
roles,
i.e.,
some
type
of
authority
• Those
with
direct
reports

5. Transitioning
• Differences
from
prior
role
• Measurables
can
be
different
• More
involved
in
strategy,
less
in
execuFon
• Guiding
individuals
• Work
area
or
Fme
changes
• Wouldn’t
be
put
into
the
posiFon
unless
able
to
succeed
• UFlize
as
many
company
or
community
resources
as
possible

6. Peer
to
Boss
• My
hardest
transiFon
• It’s
a
transiFon
for
your
former
colleagues
too
• Direct
Reports
may
ask
or
seek
advice
less
• Think
asking
quesFons
show
weakness
• Must
rebuild
trust
or
ensure
trust
is
sFll
there
• Finding
Fme
to
keep
up
with
current
tech
or
trends

7. Peer
to
Boss
• Realize
when
commiXng
to
something,
speaking
for
the
team
and
not
individually
• Commit
to
commit
• Always
have
pulse
of
team
and
work
• View
team
members
from
a
different
perspecFve

8. Communication
• 3
Prongs
• Up
–
to
manager,
director,
owner,
etc.
• Down
–
to
direct
reports
• Sideways
–
other
managers/leads,
PMs,
Customers
• Figure
out
best
way
for
each
person/type
–
email,
phone,
IM?
• And
frequency
• Manage
over
communicaFon
from
team

9. Communication
• When
communicaFng,
represent
the
team,
not
just
yourself
• Praise
in
Public,
Coach/Counsel
in
Private
• My
#1
rule
• Calm
coach,
don’t
overact
to
things
• Like
to
look
at
sports
for
examples

10. Work
Management
• Be
wary
of
chasing
the
latest
technology
• Risk
versus
Reward
• Maintainability/OperaFons
• Boring
Technolgoy/3
InnovaFon
Tokens
• Dan
McKinley
-­‐
hcp://mcfunley.com/choose-­‐boring-­‐
technology
• Ensure
the
team
can
meet
expectaFons

11. Work
Management
• Don’t
forget
to
allow
for
training/
experimentaFon
• Figure
out
own
management
style
or
process
that
fits
you
and
team
• Again
be
wary,
again,
of
chasing
latest
trend
in
management
or
process
improvement

12. Work
Management
• Know
your
team
and
what
they
can
and
can’t
handle
• Match
experFse
with
importance
• Delegate/Assign
tasks
purposefully
• I
tend
to
do
the
mundane,
maintenance
tasks
and
give
harder
technical
to
the
team
• Don’t
be
afraid
to
delegate
up
as
well

13. Change
• It’s
a
scary
to
most
employees
• Will
have
to
champion
it
at
some
point
• Be
as
open
as
you
can
when
implemenFng
or
passing
along
• Acempt
to
find
reason
for
the
change
• Personnel
• Technology
• Don’t
complain
openly
about
it

14. Change
• How
you
handle
and
manage
team
during
change
will
ul3mately
show
the
type
of
leader
you
are

15. Reviews/Personnel
• HR
side
of
things,
but
can
also
use
if
in
a
mentor-­‐type
seXng
• Know
the
strengths
• Know
weaknesses
• Use
as
opportunity
for
goal
seXng
• Set
realisFc,
measureable
goals
• Don’t
be
afraid
to
change
if
opportuniFes
do
not
exist

16. Reviews/Personnel
• Balance
any
negaFve
feedback
with
at
least
2
posiFve
• 5
to
1
is
what
I’ve
seen
• Take
feedback
from
others
with
a
grain
of
salt
• Ensure
team
can
give
you
feedback
for
your
own
review

17. Thanks!
• Email:
philduba@gmail.com
• Twicer:
philduba