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Why Technical Leadership Matters

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A keynote that I gave at the GDS away day held in FIsh Island Labs Friday 25 September, 2015

Veröffentlicht in: Leadership & Management, Technologie
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Why Technical Leadership Matters

  1. @ p a t k u a TECHNICAL LEADERSHIP MATTERS
  2. ABOUT @PATKUA 2 http://tiny.cc/twtl http://tiny.cc/retros Architect Developer Leader Coach Life-long learner Author
  3. What happens without Technical Leadership?
  4. 5 persistence frameworks
  5. 5 persistence frameworks 3 automated test frameworks
  6. 5 persistence frameworks 3 automated test frameworks 5 parallel branches
  7. 5 persistence frameworks 3 automated test frameworks 5 parallel branches A hand-rolled source control system
  8. 5 persistence frameworks 3 automated test frameworks 5 parallel branches A hand-rolled source control system All on the same project…
  9. Think I’m kidding?
  10. @julianboot
  11. @julianboot @thejayfields: I had ten guys on my last project, all of them had opinions and all of them were expressed in the code base #speakerconf Source: http://twitter.com/julianboot/status/232830267822309376
  12. ?
  13. TECHNICAL LEADERSHIP MATTERS
  14. Just imagine…
  15. IMPACT
  16. IMPACT INFLUENCE
  17. Amplify your IMPACT
  18. BUT
  19. BUT A WARNING
  20. Once upon a time… 21
  21. Once upon a time… 22
  22. Once upon a time… 22 New Development
  23. Once upon a time… 22 Support New Development
  24. Once upon a time… 22 Support New Development 8 months later…
  25. Once upon a time… 23 Support New Development 8 months later…
  26. Once upon a time… 23 Support New Development 8 months later…
  27. Technical Vision Matters 24
  28. Technical Vision Matters 24
  29. A SIMPLE TEST FOR AN EFFECTIVE TECH LEAD...
  30. Does the codebase look like it was written by a single person? Yes No
  31. LEADERSHIP
  32. LEADERSHIP NOT *JUST* LEADERS
  33. A quick test…
  34. Stuart Halloway Rebecca Wirfs-Brock Kathy Sierra Martin Fowler
  35. EVERYONE CAN BE A LEADER
  36. Strength in Diversity
  37. “...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.” STRENGTH IN DIVERSITY Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
  38. “...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.” STRENGTH IN DIVERSITY Return on Equity 12% Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
  39. “...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.” STRENGTH IN DIVERSITY Return on Equity 12% 16% Return on Equity Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
  40. STRENGTH IN DIVERSITY
  41. Collective Accuracy = Average Accuracy + Diversity* STRENGTH IN DIVERSITY
  42. Collective Accuracy = Average Accuracy + Diversity* STRENGTH IN DIVERSITY * Requires ability to integrate
  43. Team Culture
  44. Team Culture TEAM CULTURE
  45. Team Culture How long does the build stay broken? TEAM CULTURE
  46. Team Culture How long does the build stay broken? Do people avoid conflict? TEAM CULTURE
  47. Team Culture How long does the build stay broken? Do people avoid conflict? Do people offer new ideas? TEAM CULTURE
  48. Team Culture How long does the build stay broken? Do people avoid conflict? Do people offer new ideas? Do people flag when they need help? TEAM CULTURE
  49. Team Culture How long does the build stay broken? Do people avoid conflict? Do people offer new ideas? Do people flag when they need help? Do people feel okay to admit being wrong? TEAM CULTURE
  50. EVERYONE CAN BE A LEADER
  51. EVERYONE CAN BE A LEADER HOW CAN ?
  52. FEATURE DRIVEN DEVELOPMENT 39 A forgotten agile methodology
  53. Is it okay to tell people what to do?
  54. Is it okay to tell people what to do? YES but only sometimes
  55. SITUATIONAL LEADERSHIP MODEL HighDirecting BehaviourLow High SupportingBehaviour Participate Sell Tell Delegate
  56. SITUATIONAL LEADERSHIP MODEL HighDirecting BehaviourLow High SupportingBehaviour Participate Sell Tell Delegate
  57. CONCLUDING THOUGHTS
  58. IMPACT INFLUENCE
  59. http://bit.ly/1VdtPH3
  60. http://bit.ly/1VdtPH3
  61. TECHNICAL LEADERSHIP MATTERS
  62. @patkua Patrick Kua THANK YOU

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