This desk is part of the attendee preparation for our workshop Leading Engineering Teams For New Managers.
It's the context for Day 1: Growing Team Culture. For the video and transcript to go with these slides, check out its resources page on our site.
Growing team culture
Your culture is a living thing
Culture fit is static
Focus on culture growth
Healthy cultures take work
Healthy cultures communicate
• Nonviolent communication
• Lack of bike shedding
• Open discussions on how to do stuff
• Social interactions
Healthy cultures trust
• Members are responsible and mature
• Feeling of security in position
• Support by management
Healthy cultures respect
• Psychological safety
• Being able to admit you're wrong
• No fear of being wrong
• No fear of asking questions
• No allocation of blame
• Ego management
• Lack of ego
• Non-toxic environment
• Safe place to be yourself
Healthy cultures accept
• Feeling of progression
• Work/life balance
• Mental health awareness
• Distraction-free workspaces
How do you measure it?
• Are you making progress towards shared goals?
• Are you delivering stuff?
• How long does stuff take to deliver?
• Are your people productive?
It's the together bit that counts
• What rituals do good teams follow?
• What rituals enable healthy teams?
How do you handle feedback?
• Concentrate on problems and solutions rather than people
• Address issues early
• Keep conversations transparent
• Improves conﬁdence
• Reduces re-writes
• Shares information
It is not just for programmers.
• Ask questions
• Offer suggestions
• Talk about the code, not the author
Team working agreements
• Roles and responsibilities
Teams are immutable
• Teams change. They get bigger or smaller. People move from 'small'
roles to 'big' roles as team grow.
• Provide mentorship for new team leads.
• Move work to a team rather than forming teams around work. This
helps stability and performance
The feedback loop on improving teams or mentoring people is so
much longer than we're used to. So feedback should be regular and
1:1s for individuals, retros for teams
Division between leading and doing gets mashed up - it's difﬁcult to
lead while doing and vice versa
Admitting a thing is happening and discussing it openly can be
enough acknowledgement to start improving it.
When bringing in new team members
• Offer support
• Sherpa/buddy model - always interruptable
• Pair on code often
• Regular 1:1s with their lead
• Spend more time in social activities to ease them in personally
• Bring people in for social easing even before they start employment
• Over-communicate, in public
• Create rituals that encourage communication and sharing
• When they don't work, keep iterating