So you want to be a lead
Stepping up to the mantle of leadership is no small task. It requires not just technical or domain-specific expertise, but also a mastery over soft skills, emotional intelligence, and the ability to inspire and lead teams to success. For those considering, or newly inducted into, a leadership role, here are some essential insights to steer you in the right direction.
Auto-examination
The very fact that you are reading this speaks volumes about your intent to be a good leader. One of the foundational aspects of being a stellar lead is self-awareness. Leadership isn't just about driving others; it's also about driving oneself. It's crucial to be mindful of your emotions, intent, ego, and fears. Remember, words spoken without contemplation can often lead to misunderstandings and strained relationships. To be an effective leader, constantly introspect, reassess your behavior, and think twice before speaking.
In the realm of leadership, communication is both an art and a science, and it's often the nuances that make a significant difference. Consider the scenario where you need to discuss a project delay with a high-performing team member who's expecting a baby. Imagine telling them, "We will need to delay your project because you need to spend time with your baby." While the statement is candid, it may come across as insensitive. The phrasing, "you need to spend time with your baby," could unintentionally imply blame, making the team member feel responsible for an unforeseen change, even though the arrival of a child is beyond their control. Contrast this with: "Those first moments with your child are precious, and I want to ensure you don’t miss them. We will be delaying your project to let you cherish this time." This approach delivers the same message but does so with empathy and clarity. The leader's intent is clear and caring, removing any ambiguity and emphasizing understanding and support.
Challenge yourself
Hiring is an intricate process that goes beyond simply filling positions with competent individuals; it plays a pivotal role in shaping the culture and trajectory of an organization. One particular hiring trap that leaders frequently fall into is gravitating towards individuals who constantly agree with them, also known as the "yes-men." At first glance, having team members who consistently concur with your viewpoints can feel incredibly validating. It's comforting to know that your ideas are met with nodding heads and approving smiles. In the short term, this creates a frictionless environment, where decisions are made swiftly, without much debate or dissent. This can be particularly tempting for leaders as it provides an immediate ego boost and fosters a sense of unity. However, such harmony, achieved at the expense of diverse perspectives, is deceptive. While it might seem that things are running smoothly, what's often happening beneath the surface is a gradual drift towards complacency. The lack of diverse input means that the team is likely operating within an echo chamber, where the same ideas are reiterated and amplified, without the infusion of fresh perspectives. This environment is detrimental as it creates a “Emperor Wears No Clothes” scenario, a team that constantly agrees is less likely to critically evaluate decisions. This lack of scrutiny can lead to blind spots, with potential pitfalls or flaws in strategies being missed, causing mole hills to turn into mountains as projects progress.
The 5 dysfunctions of a team
This book provides profound insights into team dynamics. Patrick Lencioni identifies five key challenges:
Fear of Transparency: Trust is foundational, without it, team members are unlikely to open up, share concerns, or admit mistakes.
Fear of Conflict: Healthy debates are crucial for innovation, avoiding conflicts might seem peaceful but can lead to resentment and stagnation.
Fear of Commitment: Every team member should be committed to collective goals, this starts with a strategy and open communication by the lead.
Fear of Accountability: A high-performing team holds one another accountable for their commitments and standards.
Fear of Competition: Teams should focus on the mission or team goals, not individual performance or achievement.
When placed on a new team, it can be often difficult to identify the exact level of progress a team is on; it’s important to lead by example and to spend your first couple of days mostly listening so you can identify the level the team is at.
Overcommunicate
In the realm of software development, ambiguity is a project's worst enemy. As a leader, you must ensure that every team member understands their tasks, the broader goals, and how they fit into the bigger picture. Clear and timely communication paves the way for efficient workflows and minimizes potential pitfalls. By being timely in communications as a lead you can reduce the amount of time your reports are blocked by your feedback and avoid “start-stop” fatigue, this is where a report can become exhausted with a task because they are needing to stop and wait constantly causing them to loose the “flow” state. Overcommunication or clear communication is always preferred as it reduces the potential for needing further communication in the future, this empowers reports to move forward on a task without depending on your availability. Of course, it is vital to lead by example as a lead, to create healthy work-life balance non-essential communication outside of office hours should be postponed.
Radical candor
Kim Scott's "Radical Candor" emphasizes two critical dimensions of effective leadership communication:
Care Personally: Leaders must genuinely care about their team members. This nurtures a sense of belonging and motivation.
Challenge Directly: While caring is vital, it shouldn't deter leaders from addressing issues directly. This ensures that feedback is constructive and rooted in a desire for mutual growth.
By adopting radical candor, lead developers can strike a balance between empathy and constructive criticism, ensuring both personal and professional growth for team members. When reports feel that their leaders genuinely care about their well-being and professional growth, they are more likely to stay engaged, motivated, and committed to their work. When reports know that their leaders will provide honest feedback – both positive and constructive – they are more likely to open up about their own concerns, ideas, and feelings. This open dialogue ensures that potential issues are addressed early on, preventing disillusionment or disengagement.
Be authentic
The most inspiring leaders are those who walk the talk. When you admit mistakes, seek feedback, and continuously learn, you're setting a precedent for your team. It cultivates an environment where mistakes are viewed as learning opportunities and feedback loops are cherished. If you hide your mistakes as a lead or become content with your own performance or knowledge, it will at best make you look hypocritical and at worst make you loose the respect and trust of your team.
Extreme ownership
This book, written by Jocko Willink and Leif Babin, encapsulates a military-inspired approach to leadership; boiling it down to a fundamental principle: Leaders must take complete responsibility for their team's successes and failures. Key takeaways for lead developers include:
Take Responsibility: Everything that happens in your team is a reflection of your leadership. Owning this fact empowers you to address issues proactively.
Decentralized Command: While taking ownership, also trust your sub-leads or senior developers to make decisions. This balance fosters a sense of ownership at all levels.
Prioritize and Execute: In the face of overwhelming tasks, prioritize the most critical issues, address them, and then move on to the next.
By embracing extreme ownership, lead developers can foster a sense of responsibility, trust, and efficiency within their teams.
