Software Engineering at Google Chapter #6 - Leading at Scale (2 of 3)

  • You want teams to have a sense of purpose, a clear sense of the problem, and a steady sense of accomplishment
  • Also, they need to be empowered to change direction when needed and try new things in response to new information
  • Delegation is tough to learn because it does not come natural to us
  • The main way to create a self-driving team is by delegation
  • Fail fast and iterate
  • Let your people fail so they can try again and learn and grow
  • Each day ask yourself: “What can I do that nobody else on my team can do?”
  • Create and enforce a culture of humility, respect, and trust
  • High level strategy involved not only technical direction but organizational direction
  • After you create a self-driving team, direct it with a gentle touch
  • Good management is 95% listening and 5% making adjustments
  • Listen to leaders and your skip reports. Listen to customers.
  • When iterating, always make small changes
  • “Always be leaving” = MACROmanagmenet
  • Don’t put a team in charge of a product, put them in charge of a problem. The duration of a problem can be infinite
  • If your team sees themselves supporting a product, it creates and solidifies their identity with time. But what if the product goes away? The team keeps their blinders on and their identity is the product.
  • Team scaling from a defensive POV: The leader’s time, energy, and attention are their most precious resources
  • Build your team’s responsibilities and power



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