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Tech Lead Skills for Developers

The skills you learn as a developer do nothing to prepare you for leading teams. When you suddenly find yourself in an Architect or a Tech Lead role, you're winging it, unsure about what the role entails and what skills you need. Come to this talk to find out how you can better prepare yourself for the unexpected.<br><br>Presented at XConf Manchester and Hamburg, 2015

thekua
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Tech Lead Skills for Developers

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  1. @patkua TECH LEAD SKILLS FOR DEVELOPERS

  2. WHY DO WE NEED A TECH LEAD?

  3. ?

  4. http://www.flickr.com/photos/dcarlbom/3468358859/ 6

  5. THINK THIS DOESN’T HAPPEN IN THE REAL WORLD?

  6. 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

  7. A SIMPLE TEST FOR AN EFFECTIVE TECH LEAD...

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

  9. WHAT DOES A GOOD TECH LEAD FOCUS ON?

  10. Programming P Programming People P People Process P Process

  11. PROGRAMMING

  12. PROGRAMMING Do effective Technical Leaders need to code? DEFINITELY

  13. PROGRAMMING Do effective Technical Leaders need to code? DEFINITELY At least 30% of the time with the team

  14. 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

  15. PROGRAMMING Consistency over Cleverness

  16. PROGRAMMING

  17. PROGRAMMING

  18. PROGRAMMING

  19. PROGRAMMING

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

  21. PROGRAMMING Team Culture

  22. 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? Do people feel okay to admit being wrong?

  23. PROGRAMMING Vision

  24. PEOPLE

  25. PEOPLE Strength in Diversity

  26. PEOPLE

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

  28. 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

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

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

  31. PEOPLE Growing People

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

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

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

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

  36. PEOPLE Maximising Potential

  37. PEOPLE Skills 39

  38. PEOPLE Skills Strengths 40

  39. PEOPLE Skills Goals Strengths 41

  40. PEOPLE Skills Interests Goals Strengths 42

  41. PEOPLE Skills Interests Sweet Spot Goals Strengths 43

  42. PEOPLE Skills Interests Goals Strengths 44

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

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

  45. PROCESS

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

  47. SITUATIONAL LEADERSHIP MODEL High Supporting Coaching Supporting Behaviour Delegating Directing Directing Behaviour Low High

  48. SITUATIONAL LEADERSHIP MODEL High Supporting Coaching Supporting Behaviour Delegating Directing Directing Behaviour Low High

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