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A Geek's Guide to Leading Teams

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@patkua THE GEEK’S GUIDE TO LEADING TEAMS


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ABOUT @PATKUA Architect Developer Leader Coach Life-long learner Author http://tiny.cc/twtl http://tiny.cc/retros 2


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WHY DO WE NEED A TECH LEAD?


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?


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7 http://www.flickr.com/photos/dcarlbom/3468358859/


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THINK THIS DOESN’T HAPPEN IN THE REAL WORLD?


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@julianboot


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@julianboot @thejayfields: I had ten guys on my last project, all of them had opinions and all of them were expressed in the code base #speakerconf Source: http://twitter.com/julianboot/status/232830267822309376


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A SIMPLE TEST FOR AN EFFECTIVE TECH LEAD...


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Does the codebase look like it was written by a single person? Yes No


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WHAT DOES A GOOD TECH LEAD FOCUS ON?


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P Programming P People P Process


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Programming P People P Process


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Programming People P Process


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Programming People Process


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Programming People Process


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PROGRAMMING


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PROGRAMMING Do effective Technical Leaders need to code?


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PROGRAMMING Do effective Technical Leaders need to code? ITELY EFIN D


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PROGRAMMING Do effective Technical Leaders need to code? ITELY EFIN D


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PROGRAMMING Do effective Technical Leaders need to code? ITELY EFIN D


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PROGRAMMING Do effective Technical Leaders need to code? ITELY EFIN D 30% At least of the time with the team


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PROGRAMMING


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PROGRAMMING http://bit.ly/15Rm4z


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PROGRAMMING ...respect is the currency of the realm http://bit.ly/15Rm4z


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PROGRAMMING ...respect is the currency of the realm 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... http://bit.ly/15Rm4z


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PROGRAMMING Consistency over Cleverness


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PROGRAMMING


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PROGRAMMING


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PROGRAMMING


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PROGRAMMING


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PROGRAMMING


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PROGRAMMING There are more important topics to spend time on...


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PROGRAMMING Team Culture


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PROGRAMMING Team Culture


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PROGRAMMING How long does the build stay broken? Team Culture


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PROGRAMMING How long does the build stay broken? Team Culture Do people avoid conflict?


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PROGRAMMING How long does the build stay broken? Do people offer new ideas? Team Culture Do people avoid conflict?


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PROGRAMMING How long does the build stay broken? Do people avoid conflict? Do people offer new ideas? Team Culture Do people flag when they need help?


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PROGRAMMING How long does the build stay broken? Do people avoid conflict? Do people offer new ideas? Team Culture Do people feel okay to admit being wrong? Do people flag when they need help?


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PROGRAMMING Vision


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PEOPLE


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PEOPLE Strength in Diversity


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PEOPLE


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PEOPLE


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PEOPLE Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest


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PEOPLE Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest 83% 73% Return on Sales Return on Equity Source: Catalyst (2007) http://bit.ly/nEEfGX 112% Return on Invested Capital


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PEOPLE “...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.” Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl


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PEOPLE “...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 Equity Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl


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PEOPLE “...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.” 16% 12% Return on Equity Return on Equity Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl


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PEOPLE


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PEOPLE Collective Accuracy = Average Accuracy + Diversity*


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PEOPLE Collective Accuracy = Average Accuracy + Diversity* * Requires ability to integrate


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TRUST ISN’T BUILT IN ONE DAY https://www.flickr.com/photos/create-learning/3676366324/sizes/o/


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PEOPLE Growing People


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LOW Challenge HIGH PEOPLE LOW Skill/Ability HIGH Source: Csikszentmihalyi, Flow (1990)


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PEOPLE LOW Challenge HIGH Anxiety LOW Skill/Ability HIGH Source: Csikszentmihalyi, Flow (1990)


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Challenge HIGH PEOPLE LOW Boredom LOW Skill/Ability HIGH Source: Csikszentmihalyi, Flow (1990)


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PEOPLE w lo F Challenge HIGH Anxiety LOW Boredom LOW Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)


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PEOPLE w lo F Challenge HIGH Anxiety LOW Boredom LOW Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)


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PEOPLE w lo F Challenge HIGH Anxiety LOW Boredom LOW Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)


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PEOPLE w lo F Challenge HIGH Anxiety LOW Boredom LOW Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)


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PEOPLE w lo F Challenge HIGH Anxiety LOW Boredom LOW Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)


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PEOPLE w lo F Challenge HIGH Anxiety LOW Boredom LOW Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)


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PEOPLE w lo F Challenge HIGH Anxiety LOW Boredom LOW Skill/Ability HIGH Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)


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PEOPLE Maximising Potential


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PEOPLE Skills 40


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PEOPLE Skills Strengths 41


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PEOPLE Skills Goals Strengths 42


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PEOPLE Interests Goals Skills Strengths 43


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PEOPLE Interests Skills Sweet Spot Goals Strengths 44


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PEOPLE Interests Goals Skills Strengths 45


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PEOPLE Interests Goals Skills Strengths 45


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PEOPLE Interests Goals Skills Strengths 45


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PEOPLE Interests Goals Skills Strengths 45


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PEOPLE Learning Activities


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PEOPLE Pair Programming Team code reviews Brown Bag sessions Learning Activities Video/
 Book Club Spike Showcases Technical Retrospectives


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PEOPLE Beware the bad apple “Bad Is Stronger Than Good” (2001) Baumeister et al


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PEOPLE Beware the bad apple “Bad Is Stronger Than Good” (2001) Baumeister et al


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PROCESS


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PROCESS Is it okay to tell people what to do?


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PROCESS Is it okay to tell people what to do? YES but only sometimes


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SITUATIONAL LEADERSHIP MODEL Supporting Behaviour High Low Directing Behaviour High


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SITUATIONAL LEADERSHIP MODEL Supporting Behaviour High Low Directing Behaviour High


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SITUATIONAL LEADERSHIP MODEL Supporting Behaviour High Low Di re c Directing Behaviour tin g High


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SITUATIONAL LEADERSHIP MODEL g hin Low c Coa Supporting Behaviour High Di re c Directing Behaviour tin g High


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SITUATIONAL LEADERSHIP MODEL Sup por ting g hin Low c Coa Supporting Behaviour High Di re c Directing Behaviour tin g High


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SITUATIONAL LEADERSHIP MODEL Sup por ting in g Di re c De le ga t g hin Low c Coa Supporting Behaviour High Directing Behaviour tin g High


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SITUATIONAL LEADERSHIP MODEL Sup por ting in g Di re c De le ga t g hin Low c Coa Supporting Behaviour High Directing Behaviour tin g High


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SITUATIONAL LEADERSHIP MODEL tin g Sup por ting De le ga g hin Low c Coa Supporting Behaviour High Di re c Directing Behaviour tin g High


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SITUATIONAL LEADERSHIP MODEL


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SITUATIONAL LEADERSHIP MODEL Development level of an individual


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Developed Developing SITUATIONAL LEADERSHIP MODEL Development level of an individual


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Low competence High commitment Development level of an individual Developing Developed SITUATIONAL LEADERSHIP MODEL


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Low-some competence Low competence Low commitment High commitment Development level of an individual Developing Developed SITUATIONAL LEADERSHIP MODEL


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Moderate-high competence Low-some competence Low competence Variable commitment Low commitment High commitment Development level of an individual Developing Developed SITUATIONAL LEADERSHIP MODEL


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High competence Moderate-high competence Low-some competence Low competence High commitment Variable commitment Low commitment High commitment Development level of an individual Developing Developed SITUATIONAL LEADERSHIP MODEL


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PROCESS Tuckman’s Model


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TUCKMAN’S STAGES OF GROUP DEVELOPMENT


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TUCKMAN’S STAGES OF GROUP DEVELOPMENT Forming


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TUCKMAN’S STAGES OF GROUP DEVELOPMENT Forming Storming


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TUCKMAN’S STAGES OF GROUP DEVELOPMENT Forming Storming Norming


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TUCKMAN’S STAGES OF GROUP DEVELOPMENT Forming Storming Norming Performing


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TUCKMAN’S STAGES OF GROUP DEVELOPMENT Forming Storming Norming Performing Adjourning


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TUCKMAN’S STAGES OF GROUP DEVELOPMENT Forming Storming Norming Performing Adjourning


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PROCESS Essentially, all models are wrong, but some are useful. —George E. P. Box


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PROCESS Make time for you


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57 http://www.flickr.com/photos/mbeo52/5062096969/sizes/l/


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58 https://www.flickr.com/photos/sushicam/5584789234/sizes/o/


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PROCESS Monday Tuesday Email Time Wednesday Thursday Email Time 9AM Email Time Friday Email Time 1:1s Planning Time 6PM Planning Time Next week planning


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CONCLUDING THOUGHTS


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THANK YOU @patkua Patrick Kua


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