This post describes leading a team through a tough turbulent transition while handling hypergrowth and business pivots. It details the focus on high leverage activities to break the loop of never-ending toilsome tasks and reactive fires.
This post focuses on steps to take during the first 3 months of forming a new team. It is the second post in the "How to onboard teams" series which covers lessons and techniques acquired from ramping up many teams.
There is a high chance that you attend or have attended an inefficiently-run stand-up. I have seen various stand-up styles over the years. Sadly, most of the roughly 2000 stand-ups I attended were unproductive. Mildly put, most were status reports for some manager or higher up.
I have had several managers across several teams and projects. This has exposed me to various management styles and taught me what to emulate and what to avoid. There are no silver bullets when it comes to leadership however these are a few things I appreciate.
A summary of chapter 2 of high output management
Stop giving people answers all the time!
5 important ideas that engineering teams need to keep in mind to optimize value delivery.
One of the most underrated parts of working at any job is interacting with people. It is amazing how much humans achieve via collaboration and also how fast relationships can degenerate.
What do you do when you run into code that apparently serves no purpose? Do you immediately expunge the code? Also, what do you do if you have to follow some organizational process that appears to make no sense? Do you just eliminate the process?