tom ulrich director of software engineering tandem...
TRANSCRIPT
Tom Ulrich
Director of Software Engineering
Tandem Diabetes Care
May 21, 2013
Copyright Thomas R. Ulrich 2013. All Rights Reserved.
Developer Age When
Joined Tandem
First Engineering Supervisor
Age When Started
Working with Tom
1 21 Tom 21
2 25 Tom 21
3 25 Tom 18
4 25 Tom 25
5 32 Tom 25
6 21 Tom 21
7 21 Tom 21
Tester Prior
Experience Testing
Prior Experience in Technology
1 0 0
2 0 0
3 0 0
4 0 0
5 0 0
6 0 0
University of Michigan Until the 1940’s, the academics believed you had to
chose sides
Ohio State University Ralph Stogdill proposes that Employee Orientation and
Company Orientation are orthogonal axes
The company most needs great employees.
One implication is that the most important thing we do is to develop employees.
Theory X & Theory Y MIT Business School Professor Douglas MacGregor
proposes Theory X & Theory Y
Theory X – employees are basically bad lazy, unmotivated, evil, don’t care about the company
Theory Y – employees are basically good Want to work, motivated, good, really want to be part of
something special
Leadership is a PROCESS not a TRAIT
Leaders is the PROCESS OF INFLUENCE
Management
Produces Order & Consistency
Planning & Budgeting
Organizing & Staffing
Controlling & Problem Solving
Produces Change & Movement
Establishing Direction
Aligning People
Motivating & Inspiring
Leadership
Maslow’s Hierarchy of Needs as simplified by Schein in the context of Leadership Studies A common error engineering
managers make is to think social concerns don’t matter
Five Bases of Power Referent Power
Expert Power
Legitimate Power
Reward Power
Coercive Power
Emergent Leadership
I have only one word of advice about software management:
SCRUM
Agile Project Management with Scrum
ISBN: 978-0735619937
AAMI: TIR45_1208
LMX Broke the mental model that leadership is only something leaders did to the
followers
Has the idea of creating relational dyads between the leader and the followers
Transformational Leadership is a process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Culture is to a group what personality is to an individual
Culture is a layered phenomenon
“If you don’t manage your department’s culture, it will manage you” (Schein, Page 22)
(Schein, Page 24) There are 3 aspects of culture Artifacts
Espoused Beliefs and Values
Basic Underlying Assumptions
For change to be meaningful, you must change the Basic Underlying Assumptions.
Ulrich’s Comment on Attempts to Change Culture
“Culture is a big ol’ honking capacitor. One of its primary functions is to address the human need for stability. It exists to thwart your dreams of change.”
Primary Mechanisms What leaders pay attention to,
measure, and control on a regular basis
How leaders react to critical incidents and organizational crises
How leaders allocate resources
Deliberate role modeling, teaching and coaching
How leaders allocate rewards and status
How leaders recruit, select, promote and excommunicate
Organizational design and structure
Organizational systems and procedures
Rites and rituals of the organization
Design of physical space, facades and buildings
Stories about important events and people
Formal statements of organizational philosophies, creeds and charters
Secondary Mechanisms
This presentation is already on tomulrichconsulting.com
Wikipedia “Leadership Studies”
University of San Diego Website School Of Leadership & Educational Science (SOLES)
Browse course syllabuses to find books
sandiego.edu
My website tomulrichconsulting.com
The Must Read List The Green Book – ISBN: 978-141-297488-2
The Black Book – ISBN: 978-0061319754
The “V” Book – ISBN: 978-0-385-51725-6
The Orange Book – ISBN: 978-0-470-19060-9