“When a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow” — “Leaders Eat Last” Simon Sinek (2014)
- All work
- Incoming
- Active
- Completed
- Avoid over-process
- Avoid absence of process
- Double-click into work that is unclear
- Look for the source of work requests
- Keep refining the method of work intake
- Minimize instances of “unplanned” work
- Pursue a finite set of measurable objectives at pace
- Avoid ‘max capacity’ plans
- Avoid frequent changes
- Work in small iterative sizes
- Avoid single-threaded engineering
- Pairs design, iterate and review faster
- Individual engineers become attached
- Shipping means it is time to operate
- Unexpected errors quickly add up
- Direct line for customer feedback
- Team dashboards monitor service health
- See something, say something
- Celebrate blamelessness in raising issues
- Treat development blocking work in a similar way
- Hold a predictable schedule of retrospectives
- Foster a safe space for feedback
- Focus on actionable improvements within team control
- Individuals create goals that map to team improvement
- “As an engineer, I will… conduct timely reviews, participate in paring sessions, provide mentoring to junior members…”
- Learning plan includes sharing or applying the new skill
- “When I study a new skill, I will apply the skill in context with the work of my team…”
- Measure results using peer feedback
- Build your Tech Leads
- Stay up-to-date with your own training
- Review the work of the team and ask questions
- Mentor creates the space for the mentee to learn best
- Predictable schedule of learning time
- Protect learning time in the schedule
- Emphasizing improvement through slowing down
- Making the issue known
- Allocating time and resources to fix the problem
- Integrating the solution across the organization