leading tech teams

Leading Technical Teams

I T.A.K.E. Unconference 2014

Leading Technical TeamsFlavius Stef | I T.A.K.E. Unconference 2014

1.0



Agenda

Why should people follow you?What makes a great leader?

Patterns for catalyzing changeHow can you make change happen?

How to listen and talk to othersReduce noise in conversations

1.

2.

3.



Me?

Flavius Stef

In I.T. since 2002

Agile Coach and Trainer

Was:

– Web Developer

– Project Manager

– Scrum Master

– Product Owner

– Co-founder

[email protected]

(Twitter) @FlaviusStef



Visual Map



Why are you here?

One leader you admire

One leader you dislike



Why should people follow YOU?Why should people follow YOU?



Module agenda

Solve one leadership problemCreate strategy and debrief

Leadership qualitiesThe five areas to master

Redo leadership problemAdjust strategy and debrief

1.

2.

3.



Solve the leadership challengesAt least 4 actions

07' create strategy03' debrief



What does a leader do?

Demonstrates character

Clarifies direction

Solves problems

Increases motivation

Develops people




Expose and embody your values

Communicate properly

Have a positive attitude

Be disciplined



Clarifies direction

Envision the future

Democratize information

Enlist others

Expect the best



Solves problems

Understand the problem

Generate ideas

Enable collaboration

Challenge the status quo




Care about others

Answer: “What's in it for me?”

Amplify or dampen voices

Recognize contributions



Develops people

Set challenging goals

Explain thought process

Provide mentoring

Create a learning community



What does a leader do?


Clarifies direction

Solves problems


Develops people



Modify strategyAt least 2 actions

05' change05' debrief



During break

Two leadership characteristicsFind pairDiscuss three next actions



Learn More

● Gerald Weinberg – Becoming a Technical Leader

● Roy Osherove – Notes to a Software Team Leader

● John Maxwell – Developing the Leader Within You

● Kouzes & Posner – The Leadership Challenge

● David Allen – Getting Things Done

● Richard Hackman – Leading Teams



Patterns for catalyzing changePatterns for catalyzing change



Groups of 3-4What techniques do you use for instigating change?

05' techniques05' debrief



Module agenda

Before starting

First one-two months

Next one-two months

After that

Throughout

1.

2.

3.

4.

5.



BEFORE STARTING



Define the purpose



Communicate the purpose

Icon: Renaud Mignerey, from The Noun Project



Create the team

Icon: Björn Andersson, from The Noun Project



Create the team

http://en.wikipedia.org/wiki/File:DiffusionOfInnovation.png



FIRST 1-2 MONTHS



Train everybody



Ensure slack while learning

Icon: Jeremy Boatman, from The Noun Project



Ensure slack while learning



Address both rider and elephant

Ron Baldesancho, from The Noun ProjectLuis Prado, from The Noun Project



NEXT 1-2 MONTHS



Find and promote small wins

Matthew R. Miller, from The Noun Project



Coach and mentor

Videologin.net, from The Noun Project



AFTER THAT



Keep pushing until it's the norm

Rohan Gupta, from The Noun Project



THROUGHOUT



Plan Do

StudyAct



WRAP UP



BEFORE

FIRST

NEXT

THEN

Define PurposeCommunicate PurposeCreate team

Train everybodyEnsure slackAddress rider AND elephant

Find & promote small winsCoach and mentor

Keep pushing until it'sthe new “normal”

PlanDoStudyAct



You are the professional. Demand respect for your experience.

DARE!DARE!



Groups of 3-4Solve the change challenges

10' group work05' debrief



Learn More

● Geoffrey Moore – Crossing the Chasm

● Chip & Dan Heath – Switch

● Linda Rising – Fearless Change

● Jurgen Appelo – How to Change the World

● John Kotter – Leading Change, The Heart of Change

● Google: “The Satir Change model”

● Google: “Plan-Do-Study-Act”



How to listen and talk to othersHow to listen and talk to others



Module agenda

Types of communication behaviorsAggressive, Submissive, Assertive

Hearing what they sayListening and powerful questions

Giving feedbackInferences and a feedback model

1.

2.

3.



Three types of behavior

Aggressive Submissive Assertive



Aggressive communication

● Focus on self: opinions, rights

● Disregard others (no listening)

● Lack of skills or trust in skills

● Assumption that it's effective

● Alienation

● Concentrate on short vs long term

● Sometimes it escalates



Submissive communication

● Need to avoid confrontation

● Low self-esteem

● Don't express own opinions, feelings

● Accept offense

● Buried resentment and anger

● Not involved in decision making



Assertive communication

● Honest, Determined, Respectful

● Congruent communication: words, gestures, feelings

● Investigate other person's feelings

● Ask for what you want

● It's ok to say “no”

● It's ok to say “I don't know”

● You can change your mind



Answer the quiz

05' individual work



Levels of listening

LEVEL 0

No listening

Interrupting

Think what to say next

Say your opinion

LEVEL 1

Wait for the other to finish

Try to understand their point

Say your opinion

LEVEL 2

Listen to what's not being said

Understand their point and their feelings

Reflect point and feelings



Closed questions

● Is it true that...?

● Why did you...?

● Is this a good idea?

● Have you thought this through?

● Can you give me an example?

● Does this answer your question?

● Can I help you with something?



Open-ended questions

● Please describe...

● What do you hope to achieve?

● How would that help?

● What have you tried?

● What would X advise?

● What other options do we have?

● What would success look like?



Listening exerciseWork in pairsThink of a situation at work and describe it to your pair

2x 03' no listening_______closed questions2x 03' empathic listening, _______open-ended questions



Ladder of inference

Observable data

Selected data

Interpret data

Assumptions

Conclusions

Beliefs

Actions

Feedback loop



How to give feedback

May I give you some feedback?

When you (state observations)

Then I (state feelings)

Because I (state needs)

Would you (state desired behavior) ?



Feedback challengesWork in pairs, take turns

4x 01'



Learn More

● Lyssa Adkins – Coaching Agile Teams

● Edgar Schein – Humble Inquiry

● Tony Stoltzfus – Coaching Questions

● Tom DeMarco – Peopleware

● Johanna Rothman – Behind Closed Doors

● Dale Carnegie – How to Make Friends and Influence People

● Arbinger Institute – Leadership and Self-Deception



That's a wrap! Thanks!

[email protected]: Twitter, LinkedIn, FB



Photo credits

Cover: https://flic.kr/p/4kqC8H Cubs in a row: https://flic.kr/p/no4sib

Portaits: http://en.wikipedia.org/wiki/File:{Jonathan.Ive.jpg,Marissa_Mayer_May_2014_(cropped).jpg,Martin_Fowler_(2008).jpg,Tyson_-_Apollo_40th_anniversary_2009.jpg}

Tree: https://flic.kr/p/8AYb1v Crossroads: https://flic.kr/p/7GWMCc

High five: https://flic.kr/p/4YJRQ7 Support dude: https://flic.kr/p/gV1Ltr

Guy doing kata: https://flic.kr/p/9aJGNi

Cat on leash: https://flic.kr/p/a1T2C

Arguing tigers: https://flic.kr/p/nqVpFP Cat with bow: https://flic.kr/p/7Q7wY

https://flic.kr/p/4kqC8H

https://flic.kr/p/no4sib

http://en.wikipedia.org/wiki/File

https://flic.kr/p/8AYb1v

https://flic.kr/p/7GWMCc

https://flic.kr/p/4YJRQ7

https://flic.kr/p/gV1Ltr

https://flic.kr/p/9aJGNi

https://flic.kr/p/nqVpFP

https://flic.kr/p/7Q7wY

leading tech teams

Leadership & Management