Are you an Architect? Scrum master? Team Leader? Project Manager? Either way, you will find that leadership, done right, is a very tough job. This book deals with the hard parts. Not with tools, but with people. Here is the manifesto that drives this book: For us as team leaders, the goal and the way we measure our work is the overall growth in skills of self-organization and self-maintenance in each member of our team and the team as a whole. To that end: We accept that the team's needs from us change continuously based on their skills for handling the current reality of work, so we embrace a continuously changing leadership style over a one-style-fits-all leadership approach. We believe in challenging ourselves and our teams to always get better, so: - We create slack time for the team to learn and be challenged. - We embrace taking risks for our team over staying safe. - We embrace fear and discomfort while learning new skills over keeping people within their comfort zone. - We embrace experimentation as a constant practice over maintaining the status quo: - With people - With tools - With processes - With the environment We believe our core practice is leading people, not wielding machines, so: - We embrace spending more time with our team than in meetings. - We embrace treating software problems as people problems. - We learn people skills and communication techniques.
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