It's easy to get lost in the day to day of work. But the key is to keep your eyes on the boulders and make sure those are moving. They move slowly, and it takes a while, but that's how you bring organizational benefit and multiply value.
Lesson of the day: Software is an uncountable noun, it doesn't have a plural form.
Had to look it up, because "When deciding whether to use is or are, look at whether the noun is plural or singular. If the noun is singular, use is. If it is plural or more than one noun, use are."
When you have a particular area of strength, you will tend to focus in on that area. It makes it easy to fall into the trap of "I can't believe that person is not focusing on X". It's good to be aware of your strengths and focuses.
I was working with a team and I just felt so comfortable working with this particular team. It was just so easy to reach out and connect, to discuss, to be open, etc.
I was trying to think through why this was, and what I think I'm landing on is absence of ego.
@_ohall I definitely think this can be a learned behavior/culture enabled. I'm wondering how do we best enable that? Obviously step one is to hire leaders with that perspective (which is a whole other question), but after that, what next? The more I realize, the more questions I have.
@joelchen19 The ideal to me is a lunch where the candidate gets to hang out with a fellow peer and ask them questions. A chance for them to meet a possible buddy and understand the environment.
The job titles at an organization and it’s structure tell you a lot about its values, struggles, history, etc.
Developer or engineer?
Producer or product?
QA or QE ?
End to end teams?
Release managers?
Eng report to product?
*caveats apply
Always ask and understand the org.
I suddenly got a bunch of followers. What happened ?
Thought of the week:
Should we build orgs around capabilities and then fill in people or build orgs around people’s strengths?
Interesting philosophies come into play to answer what’s best. Fun interview question for managers
@markdalgleish Feel this recently, especially for the agile-fall and I think the “project intake process” is important along with roles/responsibilities.
- use cases is under product.
- UX done before sprint
- all stories done before project start
Anything else and eng is squeezed.
On point message from @lexgrigoryan on aligning engineering teams to collaborate when working on transformational projects. Parallel teams are not structured to collaborate but to compete. So don't do that.
#NodeJSInteractive
Having a great time at #NodeSummit . Just finished my talk about our useage of RN and the highs + lows. Big thank you to the teams behind the scenes ensuring everything is going smoothly.
Shall we continue? #ReactJS anyone? "React Native Case Study (cleverly misspelled in the card, doh!) with Alex Grigoryan (@lexgrigoryan) @walmartlabs
https://t.co/mw6egra0Li #nodejs
I've been on a long hiatus from speaking or writing. I felt that gave me time to collect a lot of new thoughts and learnings about team building, culture, leadership, transformation, and of course technology. Will start sharing soon.
Big thank you to #amex for hosting my talk on "Avoiding the ivory tower as a platform / core team" it's wonderful to see the talk resonating with so many people. I need to turn this into a blog post.