6. Leading a team is a distinct role
from being a contributor on the
team.
7. “We want you to be the director of
technology. We want you to run the team.
You’re in charge. And, of course, you’ll still be
able to write code 75% of the time.”
9. Hire the right people.
Get them onto the right teams.*
Create a sense of mission and purpose.
Ruthlessly remove the blockers.
Enable them to do what they are great at.
18. Not just personnel managers, and not just
those within your own company.
Build your cohort of fellow leaders.
19. Build your cohort of fellow leaders.
Not just personnel managers, and not just those
within your own company.
Be explicit about when a conversation is to be
held in confidence.
24. You (w|d)on’t have time to know everything
that is going on in the team.
Where you expend effort and attention must change as the team
grows and the company grows.
27. Go on a long vacation.
Prepare your team (over time).
Assign temporary* delegates for everything.
Turn off your email.
Spend time thinking about how the team is performing.
28. Assign temporary* delegates for everything.
“Hey, Bob. I heard from the team that you’re doing an excellent job
taking care of X, Y, Z. I’d like you to be in charge of these full-time.
We’ll announce that to the team in this week’s All-Hands.”
29. Put yourself out of a job.*
* WARNING: May not be appropriate outside of growth-stage
companies.