The hottest Team Dynamics Substack posts right now

And their main takeaways
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Top Business Topics

Definition of Dumb

Rethinking Software • 249 implied HN points • 30 Nov 24
🕹 Technology Team Dynamics
  1. The Definition of Done in Scrum can often mask real problems instead of solving them. It makes it seem like poor quality doesn't exist by placing all responsibility on the developers.
  2. Many companies stick to strict processes without recognizing their flaws. This leads to frustration among developers who are pushed to meet unrealistic expectations.
  3. Empowering developers to create their own processes might lead to better results. By trusting the team, companies can produce high-quality work without getting bogged down by rigid frameworks.

TBM 210: Just...

The Beautiful Mess • 1097 implied HN points • 01 Apr 23
💼 Business Team Dynamics
  1. Beware of falling into the "just-ing" trap when facing complex problems - don't rush to simplistic solutions.
  2. Embrace the complexity of a problem before taking action - explore, capture, and then shift to gradual action.
  3. Create an environment that encourages exploring messy situations, making experiments safe, and learning from actions taken.

Leading Leadership Teams

Suzan's Fieldnotes • 78 implied HN points • 29 Jan 24
💼 Business Team Dynamics
  1. Starting a business, focus on being a leader right from the beginning.
  2. Consider the layers of leadership, from individual roles to organizational dynamics.
  3. Be intentional about building a leadership team, hire thoughtfully and maintain a balance in team size.
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Why Code Authors Should Have the Final Say on Code Reviews

Rethinking Software • 249 implied HN points • 27 Oct 24
🕹 Technology Team Dynamics
  1. Code authors should have the final say in reviews to respect their expertise and autonomy. This helps them feel like true professionals.
  2. Mistakes in code are common and can be fixed quickly, so allowing authors to make decisions helps them learn and improve.
  3. Not all code needs to be perfect from the start, especially in the early stages of projects. Giving authors the control lets them decide how polished their work should be.

Life in the Lower Leagues

The Commonplace • 715 implied HN points • 06 May 23
🎾 Sports Team Dynamics
  1. Where you are born often determines the football team you support - geography is destiny.
  2. Growing up with local town football leaves a lasting imprint and connection, even if you try to distance yourself.
  3. Lower league football reflects the connection between fans and players, where hope and support can make a difference, showing the importance of optimism and perseverance.

Managing Too Many People Is a Trap

The Engineering Leader • 59 implied HN points • 11 Feb 24
💼 Business Team Dynamics
  1. Expanding your team should focus on impact, not just headcount.
  2. Managing too many people can lead to pitfalls like lack of attention, micromanagement, and burnout.
  3. Career progression in management involves influencing other teams, taking on more scope, and focusing on impactful leadership rather than just managing more people.

I Am Garlic, Hear Me Screech

The Elbow • 98 implied HN points • 25 May 23
🎾 Sports Team Dynamics
  1. Swapping jerseys in Ultimate Frisbee is a tradition but not always common.
  2. The author embraced a unique and quirky persona named Garlic while playing Frisbee.
  3. Playing the role of 'mark' in zone defense was the primary function of the author, and they excelled at it.

Managing people you don't like

Leading Developers • 111 implied HN points • 18 Feb 25
💼 Business Team Dynamics
  1. It's important to recognize that your personal biases can affect how you view coworkers. Sometimes, just because you don't like someone personally doesn't mean they aren't valuable to the team.
  2. Diverse teams are often more productive and successful. Focusing only on people you personally get along with can lead to missing out on talented individuals who bring different skills and perspectives.
  3. To manage effectively, you should examine your biases, focus on each person's strengths, and adapt your communication style. This will help create a better work environment for everyone.

Why sprints are taking the joy out of building software

Leading Developers • 147 implied HN points • 29 Oct 24
🕹 Technology Team Dynamics
  1. Sprints can make software development feel rushed and stressful. Teams often end up prioritizing completing tasks over enjoying the process of creating.
  2. Agile isn't just about following the sprint process; it's more about flexibility and responding to change. Focusing too much on the sprint leads to sticking to the rules instead of adapting to needs.
  3. Instead of traditional sprints, teams might benefit from cycles where they take their time, release when ready, and allow some room for creativity and quality work. This can create a more enjoyable work environment.

Weekly Notes

Rethinking Software • 149 implied HN points • 23 Sep 24
🕹 Technology Team Dynamics
  1. Story points are basically just hidden time estimates for tasks in software development. Understanding this can help with better planning and predicting when a project will be finished.
  2. Product management should be like a party host, making sure developers and customers communicate and enjoy their time together. This creates a better experience for everyone involved.
  3. There are ways for companies to run without traditional management, like the tomato processor Morning Star. This might be a model to explore for improving the software industry's workflow.

Fighting over Crumbs

Rethinking Software • 99 implied HN points • 30 Dec 24
🕹 Technology Team Dynamics
  1. Many programmers feel like they have no control over their work, which can lead to unhealthy competition for the little power that exists. Instead of fighting for crumbs, they should focus on shared decision-making.
  2. Behaviors like land grabbing and excessive code reviews show that programmers crave autonomy but don't know how to get it responsibly. They need to find better ways to collaborate and share power, rather than hoarding it.
  3. Team leads and committees often create more bureaucracy and slow things down. Programmers should work more as peers, trust each other, and let go of the need for strict control to improve their work environment.

The "Macros" for healthy engineering teams - part 3: Fats

The Healthy Engineering Leader • 19 implied HN points • 17 Apr 24
💼 Business Team Dynamics
  1. Strategic thinking is like 'good fat' for engineering teams, helping them store energy and prepare for future challenges. It keeps teams motivated and focused on long-term success.
  2. Technical debt is considered 'bad fat' that can lead to inefficiencies and low morale. Just like bad fats in the diet, if ignored, it can cause serious problems down the line.
  3. Engineering leaders should encourage their teams to develop strategies that address technical debt, ensuring ongoing productivity and health for the team and the software they produce.

RDEL #37: What drives sense of belonging on software teams?

Research-Driven Engineering Leadership • 19 implied HN points • 08 Apr 24
💼 Business Team Dynamics
  1. Teams with a strong sense of belonging are more effective and deliver more value due to better communication, trust, and a supportive environment for experimentation.
  2. Factors such as psychological safety and work appreciation positively impact the sense of belonging on software teams.
  3. For managers, recognizing and appreciating team efforts significantly influences the sense of belonging and overall team productivity.

Addressing the challenges of partially distributed engineering teams

It Depends / Nimble Autonomy • 19 implied HN points • 07 Apr 24
💼 Business Team Dynamics
  1. Partially distributed teams face communication issues because some team members are in the office while others are remote. This can lead to misunderstandings and feelings of isolation for those not present.
  2. Visibility is important in a team; if members are not seen often, their work may be overlooked during reviews and recognition. It's crucial for managers to be aware of everyone's contributions, regardless of where they work.
  3. Creating clear expectations around availability and encouraging informal conversations can help build better relationships within the team. Taking time to connect as people makes working together easier.

"I don't want to do our cheat way of getting 12 objectives by bundling everything under three things"

Ruben Ugarte's Growth Needle™ • 4 HN points • 23 Jul 24
💼 Business Team Dynamics
  1. It's really hard to focus on just three priorities because teams often want to tackle too many things at once. Picking fewer goals helps you actually get more done.
  2. Organizations keep adding new projects and ideas without removing old ones, which creates overload. It's important to occasionally remove tasks or projects to avoid burnout.
  3. Having too many ideas can slow down progress, so it’s essential to have a way to filter them. Voting or aligning them with key priorities helps decide which ideas to pursue.

What I learned from Ralph Sampson

This Week in Birding • 58 implied HN points • 03 Apr 23
🎾 Sports Team Dynamics
  1. Covering minor-league sports can lead to unexpected experiences and interactions.
  2. Lessons of grace and humility from Ralph Sampson can leave a lasting impact.
  3. Success is not always measured by wins, but also by the character and integrity demonstrated through challenges.

The art of letting go as a manager | Transcend’s Minh Nguyen

Dev Interrupted • 23 implied HN points • 12 Aug 25
💼 Business Team Dynamics
  1. As a manager, it's tough to stop thinking 'I'll do it myself.' Learning to delegate helps everyone grow and makes the team stronger.
  2. Building teams around customer problems is smarter than just focusing on tech. It helps to create more effective and focused teams.
  3. Creating a 'ramblings' channel for remote teams can boost connection and creativity, making it easier for team members to share ideas.

Weekly Notes

Rethinking Software • 99 implied HN points • 21 Oct 24
🕹 Technology Team Dynamics
  1. Managing programmers can be unpredictable. It's important to accept that things may not always go as planned.
  2. Euphemisms in corporate language can hide unpleasant truths. Words like 'alignment' often mean forcing compliance rather than true cooperation.
  3. Scrum practices may not be effective for all teams. Some core principles can actually create stress and hinder productivity instead of helping it.

The "Macros" for healthy engineering teams - part 1: Carbs

The Healthy Engineering Leader • 19 implied HN points • 19 Mar 24
💼 Business Team Dynamics
  1. Just like our bodies need carbs for energy, engineering teams need motivation to stay productive and innovative. Motivation drives teamwork and helps in overcoming challenges.
  2. Understanding and recognizing the importance of tasks keeps team members engaged, similar to how complex carbs provide lasting energy. When people see their work as meaningful, they stay motivated longer.
  3. Effective coordination within a team acts like fiber in our diet, helping everything run smoothly. Good teamwork and communication lead to better performance, especially in remote settings.

The 5 intensity zones of software teams

Leading Developers • 59 implied HN points • 11 Feb 25
💼 Business Team Dynamics
  1. Software teams can operate in different 'intensity zones' ranging from very light to maximum effort. Understanding these zones helps managers know when their team can relax or when they need to ramp up work.
  2. Switching between intensity zones is important for a team's success and well-being. It's crucial to have a balance and prepare the team for high-pressure times while also allowing them to unwind afterward.
  3. Effective 'intensity management' is key to keeping a team adaptable and preventing burnout. Setting clear expectations about workload and work intensity helps everyone understand what to expect.

How do you go so fast?

Sunday Letters • 119 implied HN points • 17 Jan 23
💼 Business Team Dynamics
  1. In bigger companies, things can slow down because there are many people involved and a lot of requirements. It's easy to get used to this slow pace, but it's important to push for speed when working on new projects.
  2. People often mistake being busy with actually making progress. Sitting in meetings and creating documents doesn’t always mean you are building something valuable for users.
  3. Moving quickly can be challenging because you have to adapt and learn while you go. It requires a different mindset and the willingness to take risks while focusing on what matters most.

Asking versus telling

Sunday Letters • 179 implied HN points • 14 Aug 22
🕹 Technology Team Dynamics
  1. It's important to ask questions instead of just telling people they're wrong. This helps avoid defensiveness and opens up communication.
  2. When you ask questions, be genuine and curious about the other person's perspective. It’s not just about getting your point across.
  3. Understanding someone’s reasoning and context can help change their mind. Telling them they're wrong often just makes them defensive.

Nico Harrison's Dončić Disaster

House of Strauss • 57 implied HN points • 04 Feb 25
🎾 Sports Team Dynamics
  1. Nico Harrison, the Mavericks' GM, made a surprising trade that shocked everyone, trading superstar Luka Dončić for Anthony Davis. It seemed so unbelievable that even reporters thought their sources were hacked.
  2. Many people are trying to understand why the trade happened, but some believe it might be related to the team's ownership wanting to tank for better casino deals.
  3. Critics think that hiring someone from a sneaker marketing background like Harrison for a GM role was a mistake, as he's had previous failures that could impact the team's future.

The Hagakure #88: Your Org Chart Isn’t Ready for AI

The Hagakure • 26 implied HN points • 17 Jun 25
💼 Business Team Dynamics
  1. Traditional team structures need to adapt for AI projects. Everyone should work together from the start, rather than following a strict order of tasks.
  2. Engineers play a vital role in shaping AI products. Their early input helps to avoid misunderstandings and creates better outcomes.
  3. Building critical thinking into the team is important. Everyone should be involved in discussions about what and why things are being built, to help the team adapt and move quickly.

Safe vs ALL-IN Engineering Management

Leading Developers • 70 implied HN points • 26 Nov 24
💼 Business Team Dynamics
  1. There are two main styles of engineering management: Safe and All-In. Safe managers stick to the rules and like a structured work environment while All-In managers push for change and challenge the status quo.
  2. All-In managers are seen as demanding and sometimes annoying by others, as they constantly seek improvement and advocate for their team's needs. They care deeply about their team's success and fight for resources.
  3. The big clash happens because Safe managers prefer a calm, methodical way of working, while All-In managers bring energy and chaos. Both styles can struggle to cooperate effectively.

Evaluating Team Effectiveness with a Data-first Approach | Bhavini Soneji, Executive Leader (ex-Cruise, Headspace, Microsoft)

platocommunity • 19 implied HN points • 15 Feb 24
💼 Business Team Dynamics
  1. Empowering people to discover their strengths and amplify their impact is key in leadership.
  2. When measuring team effectiveness, consider the three buckets: what (strategic value), how (execution), and who (team dynamics).
  3. Combining measurement with follow-through techniques is crucial to determine if you're measuring the right things and drive continuous improvement.

Design Leaders Should Go “Founder Mode”

Jakob Nielsen on UX • 69 implied HN points • 21 Nov 24
🪑 Design Team Dynamics
  1. Design leaders should adopt a hands-on, founder-like approach rather than climbing traditional corporate ladders. This allows for more effective and quick decision-making.
  2. AI can greatly boost productivity in design teams, allowing smaller teams to achieve results that used to require larger departments. This leads to flatter organizational structures.
  3. Being a leader in design today means having a clear vision for the team's success and making sure that vision fits well with the rest of the organization.

Conquering the Dreaded Annual Plan

Build To Scale • 39 implied HN points • 17 Oct 23
💼 Business Team Dynamics
  1. Annual planning is crucial but understand that it's a flexible roadmap, not a rigid rulebook for the year ahead
  2. Using SWOT analysis can help identify internal strengths, weaknesses, and external opportunities, threats to guide strategic initiatives
  3. Evaluate your team's readiness to scale, recognize their strengths, weaknesses, and consider bringing in new talent as needed

Groundhog Day: Don't expect anything new (or young) from the Warriors next season.

C.W.’s Newsletter • 39 implied HN points • 13 May 23
🎾 Sports Team Dynamics
  1. The Warriors seem to be sticking with their core players rather than incorporating new or young talent next season.
  2. The team's decisions on playing time have drawn questions, especially regarding young players like Moses Moody and Jonathan Kuminga.
  3. There is a need for the Warriors to get bigger, younger, and faster to improve their performance, but they may not make significant changes.

It is all about Draymond Green

C.W.’s Newsletter • 39 implied HN points • 18 May 23
🎾 Sports Team Dynamics
  1. Warriors' chemistry suffered due to a punch incident involving Draymond Green and Jordan Poole
  2. Draymond Green's behavior led to suspensions and technical fouls, posing challenges if he were to join another team
  3. Jordan Poole's potential is evident, but he needs to improve decision-making for his career to thrive