Which do you like better?

“Value delivered to a user” or “Zero bugs in Jira”

- What are your responsibilities?

– Who are your stakeholders? What techniques would you use to balance to balance out needs?

– How these are different: urgent and important?

– How will you roll out in Thailand?

– How and what to measure?

– What is success?

– What is value?

– How to ensure quality of a product?

– With whom and how are you going to communicate about the product?

– What is mutual-dependency? Why it is important in a development of a big product?

– Problem statement and Feature. What is the difference?

Cost pressure and growth pressure can be harmful in the same way. Both these things have a tendency to push you towards efficiency and centralization. Avoid that. It kills innovation. Decentralize. Main question is how to do it, but not if it needs to be done.

We are trying to do it in our way. Why and How can be found in a presentation – https://prezi.com/5fznv3zxvnlt/network-structure/

Bad tech leads take the high-profile tasks for themselves and are motivated by being able to take credit for doing the work. They optimize locally, keeping team members working on projects that benefit the team at the expense of the engineering organization at large.

Good tech leads listen and encourage debate. When the team is unable to resolve a debate, they describe a process or framework of thinking that would help them resolve it. They don’t enter discussions with foregone conclusions, and always allow themselves to be persuaded by great ideas.

This works with one precondition – If it’s not going to be a one way presentation and you want to have constructive discussion, don’t make it obligatory, invite only those who wants to contribute. There are different ways to achieve that and approach must fit your company culture.

  • Set the stage of the meeting
    • Ask people to say several words. It can be names, how the feel or anything else. This simple trick involves people into a conversation. Or it can be just a simple question at the start of the meeting
    • When people don’t speak early in a meeting, they may not contribute later at all and may not buy into team’s insights and decisions
    • Set working agreements upfront
  • Gather data
    • Without common picture, individuals tend to verify their own opinions and believes.
    • “F word” – feelings. It’s not easy to talk about feelings for engineers, but questions can be put in different way, e.g. When were you excited/mad/sad?
  • Get insights
    • Ask why. Looks at causes and effects. Think together how to change/improve.
  • Decide what to do
    • Pick best action that brings most value with least effort
    • Avoid do nothing retrospectives
  • Close
    • Decide what and how to document and formulate next steps

p.s. this model proved itself working perfectly once again when we were setting up “POD framework”

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