You're the Tech Lead! Now What?
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The document discusses the results of a study on the impact of a training program. The study found that employees who completed the voluntary training program significantly increased their job performance and productivity over the following year compared to those who did not participate. The training program focused on developing core professional skills like time management, prioritization, communication, and problem solving.
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Hinweis der Redaktion
- In other words: What is our job even
- I’m a technical lead, so you are my people. By way of context…
- Aren’t a tech lead, but you paid to be here, so I think you’re my people.
- I love the first part of this especially. Sometimes a job title, but often a project role. Product Owner: voice of the customer and stakeholder, but don’t facilitate GTD. Project Manager: Keeps project moving and focused, but not technical.
- May or may not: code, be most senior, have formal training. Tangible responsibilities/Intangible. TANGIBLE: Design architecture, write requirements, interface with clients/mgmt, mentoring juniors, divvying work, enact/create launch plans. INTANGIBLE: Scope creep, set example, review code, advocate for clients and/or devs
- Our job is to make sure other people can do their jobs.
- 1. Remove roadblocks. If someone can’t work, you go solve it. 2. If your dev will run out of tasks… <perceive the need>. “It’s a great sin to leave someone blocked.”
- Easier to work with data. Ammo for “we aren’t working fast enough”. Makes things impersonal.
- When you are TL, a LOT of people are going to ask you questions. Efficiency: 2 hours/10 minutes. Your job is to be interrupted now.
- You don’t have to know everything. It’s okay– recommended– to ask for advice. * Make it learning opportunity (DNS)
- For developers, users, budget, client expectations. Whoever isn’t in the room.
- Have the whole project in your head at all times. Be The Resource. But you’re human, so you should also write everything down.
- Update project docs. Send meeting recaps. Esp w/clients, save your bacon. Avoid meeting Groundhogs Day.
- Dev: Advo for client/budget/business needs/end user. Mgmt: Advo for devs. Push back on timeline. But be realistic. Leave with next steps. Clients: Advo for technical realities/limits, guide them towards solutions that meet budget, feature, and timeline needs. Advo for project: Sometimes you have to say no.
- There are degrees of correctness. “Everyone wants to write reusable code, but we never want to reuse someone else’s.”
- Proper leadership to help people be their best selves.
- You set the tone. Team should feel calm, confident, and in control. Protect from crazy. Positive conversation about clients/stkhldrs. Blow off steam deliberately. Otherwise: toxic/mistrust. Telling people what to do power. No hierarchy; this is a good thing! Intrinsic motivation.
- Favorite tactic for intrinsic motivation. Worried about someone’s idea? Don’t tell them, make them tell you.
- Like a manager… There are some things you can do about this. Motivation is one.
- Identify where risks are. Third-party intg., other people’s code/servers/APIs, tech you aren’t familiar with. Go after the unknown, the black box.
- Can I be real a second?