The hottest Team Dynamics Substack posts right now

And their main takeaways
Category
Top Business Topics
The New Internet by Jeff Morris Jr. 3 HN points 02 Jul 24
  1. The Warriors dynasty is officially over with Klay Thompson's trade, surprising many fans who imagined a different ending for this iconic team.
  2. Dynasties don't end in one moment; they fade over time due to injuries, changes, and struggles. It's a journey with both highs and lows.
  3. Celebrate your own achievements and good times, but also remember that all success, like dynasties, won't last forever.
Stuff on Engineering 17 implied HN points 08 May 23
  1. Before applying any management framework, talk and listen to your people to understand who they are and what they do.
  2. Using frameworks is great, but don't skip the fundamentals, especially knowing your team members deeply.
  3. Managing people is complex; take time to know your team members well, as it is crucial for any management framework.
Fish Food for Thought 15 implied HN points 31 May 23
  1. Empowering teams leads to fostering a culture of excellence by giving them real authority and accountability.
  2. Effective measurement systems are crucial in building a culture of excellence, focusing on metrics that truly matter to the business.
  3. Hiring, nurturing, and weeding out team members are strategic decisions that significantly impact an organization's future in cultivating a culture of excellence.
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burkhardstubert 19 implied HN points 07 Mar 22
  1. Many companies are now stopping business with Russia due to the war in Ukraine, but it’s argued they should have done this much earlier when the conflict first started.
  2. The design of software often mirrors the organization structure, which means that how teams are set up can impact how effectively they create software.
  3. There are different types of teams in software development, such as stream-aligned teams that focus on delivering features quickly, and enabling teams that help improve the skills of those feature teams.
Rethinking Software 2 HN points 21 Sep 24
  1. Using longer sprints can give teams more freedom and reduce stress over estimating work. It allows developers to manage tasks more effectively without getting stuck on details.
  2. It's important for developers to have control over their meetings and tools. Letting developers run their own stand-ups and choose simple tools can improve efficiency and morale.
  3. Teams should focus on collaboration and flexibility. Allowing for specialization in tasks and removing unnecessary management roles can lead to better job satisfaction and productivity.
Klement on Investing 3 implied HN points 11 Mar 24
  1. Collective intelligence of a team is more important than individual intelligence, and factors like emotional intelligence, team speaking behavior, and gender composition can enhance collective intelligence.
  2. Research suggests that team success hinges on 'collective attention,' wherein team members focus on shared goals rather than individual objectives, highlighting the significance of synchronized team efforts and equal contribution in meetings.
  3. Clear hierarchies in teams lead to higher levels of collective intelligence compared to flat hierarchies, as hierarchies reduce the need for constant status assertion and competition among team members, fostering better teamwork.
Building Rome(s) 9 implied HN points 22 Feb 23
  1. Risk communication patterns can be ineffective, even with simple green, yellow, red indicators.
  2. Teams reporting different patterns of risk may reveal underlying issues like confidence, uncertainty, or fear.
  3. To improve risk communication, dig deeper into dependencies, shift uncertainties to red, and promote clear reporting and decision-making.
TeamCraft 6 implied HN points 04 Sep 23
  1. Middle managers face challenges in being sandwiched between executives and individual contributors.
  2. Sharing power as a middle manager can be difficult, especially when dealing with power dynamics and responsibilities.
  3. Being an effective interface between executives and teams is crucial for middle managers, requiring transparency about their power and educating teams on company operations.
Rethinking Software 1 HN point 09 Sep 24
  1. Scrum gives all product decision power to the Product Owner, leaving engineers to persuade rather than decide. This can create frustration for engineers who want to contribute to product direction.
  2. Many companies confuse the Product Backlog with engineering tasks, making it hard for engineers to focus on their work without interference. Keeping these backlogs separate can help maintain clear roles.
  3. The way Scrum is often implemented leads to engineers being sidelined in decisions about what to build, showing a need for better practices to include their input in product decisions.
Respectful Leadership 2 HN points 11 Mar 23
  1. When in a leadership role, avoid using insults or curse words as it can sabotage relationships with your team.
  2. Honest talk and angry talk are not the same - it's important to communicate clearly and respectfully at all times.
  3. Confront issues directly and have one-on-one conversations for effective communication and problem-solving.
CTOrly 0 implied HN points 23 Aug 22
  1. The size of a person is determined by what they love and what annoys them - applies to teams too.
  2. Product teams should plan big and not be disrupted by small things, aiming for home runs.
  3. Teams can be greater or less than the sum of their parts based on how distractions are managed, so focus on making grand plans and cutting out distractions.
Equal Ventures 0 implied HN points 17 Feb 24
  1. Grace Penders joins Equal Ventures as the new Climate Product Owner, bringing impressive expertise and passion for the sector.
  2. Grace's personal qualities, like a knack for finding unrevealed insights and a team-first mentality, stood out in her candidacy for the role.
  3. Equal Ventures focuses on building enduring partnerships with founders, and Grace's addition is expected to further strengthen these relationships.
Elevate 0 implied HN points 06 Dec 23
  1. Psychological safety is crucial for an effective team, according to Google's Project Aristotle.
  2. Other important dynamics for effective teams include dependability, role clarity, meaningful work, and impact.
  3. The topic of leading effective teams will be covered in more detail in upcoming work.
The Experiment 0 implied HN points 13 Jan 24
  1. Pete Carroll emphasizes the importance of having fun and building a positive culture in sports.
  2. Carroll prioritizes self-discovery and self-love as essential for personal growth and success.
  3. Carroll's coaching methods focus on embracing individuality, creating a safe learning environment, and maximizing the potential of each player.
Joseph Gefroh 0 implied HN points 10 Feb 24
  1. Software engineering benefits from cyclical execution in agile methodologies like Scrum, which enable teams to respond to change effectively.
  2. Effective leadership involves setting and managing tempo in cyclical execution, allowing teams to self-synchronize and reduce friction.
  3. To establish an effective tempo, consistency, sustainability, clear starts/stops, and avoiding bleed-over work are key factors to ensure team effectiveness and prevent burnout.
Cornerstone 0 implied HN points 19 May 23
  1. Team building involves empowering and growing individuals based on their strengths and weaknesses, not against each other. Delegating tasks helps build skills, experience, and confidence.
  2. Roles and structure within a team are vital for specialization and effective execution. Assigning specific roles allows individuals to focus on their strengths and contribute effectively.
  3. Recruitment for a team can come from active community members or experienced individuals. Having a diverse team with various backgrounds and talents is crucial for success.
Granted 0 implied HN points 31 Jul 18
  1. Focus on hiring people who challenge your mission instead of searching for a calling.
  2. Pay attention to what social situations energize you and which ones exhaust you, regardless of being an introvert or an extrovert.
  3. Embrace and learn from failures by considering the risk in hiring people who have experienced major career setbacks.
PeopleStorming 0 implied HN points 18 Jan 22
  1. Teams benefit from building personal connections and trust, which leads to increased operational efficiency.
  2. Strongly connected teams tend to establish fast feedback loops, supporting innovation and quicker adjustment of work methods.
  3. Healthy teams prioritize traits like trust in leadership, respect for diverse viewpoints, and psychological safety, fostering engagement and preventing burnout.
Reflective Software Engineering 0 implied HN points 18 Jun 23
  1. Standups in fully-remote teams can raise questions about their value and impact on productivity.
  2. Flexibility in remote work schedules can affect the effectiveness of traditional standup meetings.
  3. Team cohesion in remote settings can be promoted through alternative activities like gaming sessions, fostering unity and relationships.
The Daily Developer 0 implied HN points 18 Feb 24
  1. In a small team, running projects concurrently decreases execution risk and provides more learning opportunities.
  2. Running projects sequentially keeps cash burn lower but increases the risks associated with failure.
  3. Insurance companies diversify to reduce risk, similar to the concept of running parallel projects on a small team.