大公司小团队 技术管理成长之路,从打造一支小而美的团队开始 孙伟

Razor

2019/10/19 发布于 技术 分类

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1. “Big” company “Small” team Start management career in building a cohesive team Austin Sun(孙伟) PayPal Director, Software Development
3. About Me • • • • • Diverted from mechanical design to software development Changed job 4 times in first 5 years DONT know what I WANT, but do know what I DONT WANT 7 years in FinTech(risk) + RegTech(compliance) Spearhead an international compliance platform team(Singapore + Shanghai) • NOT disgusting mid-age man, but a sports enthusiast
4. Before we start • • • • Non-original Target audience: rookie manager or first line manager Is management a science or an art? Theoretical Knowledge + Personal Experience
5. Agenda 1. Leadership • Leader vs Manager 2. Self-awareness • Leadership style 3. Build a sustainable high-performance team • Bottleneck - Scalability • Know your people - Awareness • Know your team - Maturity 4. Sustainable team - Engineering culture • Generation XYZ • Freedom / Openness / Innovation
6. Leadership - definition
7. Agenda 1. Leadership • Leader vs Manager 2. Self-awareness • Leadership style 3. Build a sustainable high-performance team • Bottleneck - Scalability • Know your people - Awareness • Know your team - Maturity 4. Sustainable team - Engineering culture • Generation XYZ • Freedom / Openness / Innovation
8. Self-identification - your Styles Commanding Visionary Affiliative Democratic Pacesetting Coaching Directing I tell Low Relationship - High Task Coaching We talk, I decide High Relationship - High Task Supportive Do what I tell you? Come with me People come first What do you think? Do as I do now Try this We talk, you decide High Relationship - Low Task Delegating You decide Low Relationship - Low Task • Identify your dominant style • Choose the right style for the situation *《Emotional Intelligence》 Daniel Goleman *《5 Levels of leadership》 John C. Maxwell
9. Agenda 1. Leadership • Leader vs Manager 2. Self-awareness • Leadership style 3. Build a sustainable high-performance team • Avoid bottleneck - Scalability • Know your people - Awareness • Know your team - Maturity 4. Sustainable team - Engineering culture • Generation XYZ • Freedom / Openness / Innovation
10. Build a sustainable high-perf team - scalability Mature stage • • • Inspection superh ero • Early stage Single point failure • • • High risk Poor visibility for team Critical path Groom successor/ backup • Lose focus Delegate authority • • Mindset change Not delegate responsibility heroes Start early • • • Feasible plan • Be responsible • • Be supportive Making room for failure Distributed Scalable Motivated
11. Build a sustainable high-perf team - awareness Meets Expectations Exceeds Expectations High Needs Development DELEGATE AGILE HIGH PERFORMER Give them something to get excited about CONSISTENT STAR Give them autonomy and authority SKILL DEVELOPING HIGH POTENTIAL/SME COACH Meets DIRECT KEY PERFORMER Give them specific directions RISING STAR Give them guidance and coaching LOW SOLID PROFESSIONAL Improve PERFORMANCE OVER TIME Exceeds INSPIRE LOW SEPARATION RISK INCONSISTENT PERFORMER HIDDEN GEM Limited Moderate High LEADSHIP POTENTIAL WILL High • Differentiate coaching/management style • Inspiration vs Motivation • Performance can vary by accountability
12. Build a sustainable high-perf team – maturity inattention to results 5 team is focused on the success of the project and getting results avoidance of accountability 4 teammates must hold each other accountable to group decisions and vision lack of commitment 3 team must buy-in and commit to decisions despite initial disagreement fear of conflict 2 5 Dysfunctions of a team once trust is established, team is unafraid of debate about ideas 1 absence of trust teamwork is founded in vulnerability * Patrick Lencioni first published in 2002 “Not finance, not strategy, not technology. It’s teamwork that remains the ultimate competitive advantage, both because it’s so powerful and so rare” – Patrick Lencioni
13. Agenda 1. Leadership • Leader vs Manager 2. Self-awareness • Leadership style 3. Build a sustainable high-performance team • Bottleneck - Scalability • Know your people - Awareness • Know your team - Maturity 4. Sustainable team - Engineering culture • Generation XYZ • Freedom / Openness / Innovation
14. Engineering Culture - definition An engineering culture is basically the shared assumptions, values and beliefs which determines how to behave. The values have a strong influence on how people in the company act and perform their jobs. "If vision is where you are going, culture is what makes sure you can get there." — Spotify
15. Engineering Culture – Gen differences Gen X 1965 to 1979 Creating an Engineering culture 1 Decide what’s Don’timportant just copy • • Supported company wise 2 Put mechanism in • Hiring place • Process and operation • Org structure 3 Live and breath your value • Lead by example • Communication, keep on same page Gen Y 80 to late 90s • Greasy mid-age • Family pressure • • Political transition Capitalism and meritocracy dominate Competitive Materialistic • • • • Globalization Emergence of internet Questioning Oriented to self • Experience • • • Status Gen Z Late 90s to 2010s • Too young, too simple sometimes naive • • • • • Mobility Digital natives Social networks Undefined ID Realistic • Uniqueness
16. Engineering Culture • • • • Responsible people are worthy freedom Manager is supportive role Flat structure Shared ownership • • • • Context, not control Encourage open debate Retrospective regularly Give and collect regular feedback • • • • • Encourage exploration of new tech 10% time Product oriented Measure innovation Diversity