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To make space for new leaders to grow, although it may seem counterintuitive and even a bit scary, you must start employing strategies to make yourself obsolete. Finding yourself solving the same problems over and over again is an indication your team isn’t growing to solve these problems.
When tech leads and product managers work as one, avenues for compromise, pushback, and the emergence of creative strategies are opened. Diverse perspectives and out-of-the-box thinking will be welcomed as everyone feels comfortable to participate, and problem-solving becomes a true team effort.
In the age of the “knowledge worker” so much of our ability to succeed is dependent on the active exchange of ideas. This is similar to having a “sparring partner” in martial arts or boxing — and being good in that role takes discipline and practice even if you are not landing any kicks or punches.
While learning about job candidates’ capabilities is certainly important, so, too, is providing them with a glimpse into who you are, as well as what it’s like to be a member of the team and what the company is all about. This style of communication is apt to be a boon to your hiring efforts.
The demo is a quintessential component for enabling a team to tell their story and outwardly represent their team’s culture and achievements. Yet, so many teams approach their demo reactively and lose this valuable opportunity.
Beneath the pressure all engineering leaders face to “move faster” are a set of assumptions held by others. These assumptions are instinctive and based on an intuition that is deeply personal to every individual. As leaders, it is our responsibility to bridge this gap.
There’s a concept in motorcycling, specifically on group rides, known as “the Sweep,” the last rider in the pack. This role offers a compelling metaphor in organizational leadership, especially when contrasted with the more visible Road Captain.
"Proposals and Braintrusts" is a systematic approach to collaborative problem solving involving the identification of a problem statement, the clarity and self-introspection of writing, a feedback and revision process, and real-time group discourse.
Each week, I carve out time to write my “Week in Review.” This ritual affords me space and time to step back from the fire-of-the-week to rebuild my mental model about the strategic, long-term vision of what we’re trying to accomplish.
There’s a lot in common between leadership and the improvisation that you find in music and comedy. Improvisers aren’t just “making it up.” They are crafting a story in real-time that represents everything they’ve learned over years of honing their skills.
