the subtle dynamics of leading without authority as a technical lead - oren ellenbogen, forter -...
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The Subtle Dynamics Of Leading Without Authority As A Technical Lead
@orenellenbogen
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“ We can make it all better by using microservices ”
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WHEN MANAGERS SAY…
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When you say "The code is not really that bad” I hear ”I’m blind and naïve”
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When you say "We need to start moving faster”
I hear "Do you really need to see your family in the next 18 months?"
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WHEN MAKERS SAY…
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When you say "we should really start using X”
I hear "there was some really cool discussion about X in Hacker News"
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When you say ”The code here is crap, we have to refactor it”
I hear ”It’s Tuesday again"
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@orenellenbogen
Head of Engineering at
I also got hobbies:http://SoftwareLeadWeekly.com/http://LeadingSnowflakes.com/
http://lnbogen.com/
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Given technical expertise, the intentional effort of building trust with others builds your authority.
Authority + kindness technical leadership.
THE GIST?
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[1] Willingness to build trust. It requires a lot of effort.
[2] Good faith. It’s a relationship.
2 ASSUMPTIONS:
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BUILDING TRUST WITH YOUR TEAMMATES and get a cool t-shirt too!
<1>
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“Got a bullet stuck where?
Lets talk about your diet first”
PAIN LEVEL AWARENESS
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Before you enter your next meeting:What is your role in the discussion?
CONTEXT AWARENESS<1> OWNER <2> CONSULTANT <3> PREACHER
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• You’re responsible for the delivery & outcome.
• Lead the agenda and direction.• Set an example.
OWNER
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• You’re here to assist.• Don’t steal their thunder.• Be concise and pragmatic.
CONSULTANT
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• You were not requested.• You will rarely understand their
underlying pains. • Help them imagine how it can be like,
step by step. Carefully.
PREACHER
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BE AVAILABLEIf you’re communicating panic, don’t be surprised when people stop showing up.
Own your time.
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Lift your teammates' skills.
People want to be around others who make them better. Be that person.
TEACH TO EDUCATE, NOT TO CONVINCE
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Pragmatic vs theoretical balance?Overshadowing others?Stealing “interesting” work?
Be sincere and people will open up.
CREATE A P2P FEEDBACK LOOP
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BUILDING TRUST WITH YOUR MANAGER
<2>
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PROBLEM > SOLUTION(S)
Figure out how you can help your manager and company win.
Understand immediate pains vs long-term thinking.
BUSINESS AWARENESS
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Feeling that you’re fighting instead of collaborating?
Be explicit about your views and assumptions. Ask for clarifications where needed.
ARTICULATE MISMATCH
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• What can go wrong?• Milestones?• Backup plan?• Rough estimations?• Can you own it? If not, who can?• Do we trust that person?
PATH > DESTINATION
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Organizational communication is built around it to create alignment.
Don’t be a buffer.
Push > pull information.
USE ESTIMATIONS & MILESTONES WISELY
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This can reduce managerial load.
Help estimate & prioritize technical debt. Own the backlog.
Figure out ratio of investment together with your manager.
Judge old decisions with grace
OWN CODE QUALITY
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Communication skills are underrated.
• Emails (status, postmortems)• Internal Wiki• Blog posts• Quora / StackOverflow
TIP: who’s great at it in your company? Learn from them.
WRITE MORE OFTEN
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UNICORN ALERT?
I DID*NOT SMOKEANYTHING.
* intentionally