The hottest Teamwork Substack posts right now

And their main takeaways
Category
Top Business Topics
Ageling on Agile 39 implied HN points 24 Oct 24
  1. Estimating work is hard, especially for complex tasks. It's okay to acknowledge that some work can't be easily estimated and to focus on learning instead.
  2. Teams often have different opinions on estimates, which can lead to valuable discussions. These conversations help everyone align on the work and understand each other's perspectives.
  3. Estimates shouldn't be treated as strict commitments. If people outside the team are pushing for deadlines based on estimates, it's important to push back and clarify that estimates are just rough calculations.
Diary of an Engineering Manager 539 implied HN points 08 Aug 24
  1. Make your career goals clear by sharing your intent with your manager. Talking about your desire to become an engineering manager will help you get guidance and support.
  2. Focus on developing crucial skills like self-awareness, people skills, and project management. These skills are essential for leading a team effectively.
  3. Look for growth opportunities within your current company or elsewhere. Being prepared is important, but finding the right chance to step into an EM role is key.
Ageling on Agile 99 implied HN points 03 Oct 24
  1. Scrum helps teams work better, but it doesn't mean people can ignore their responsibilities. Everyone needs to step up and be accountable.
  2. Self-management in Scrum isn't just about freedoms; it also includes taking on duties and being responsible for their work.
  3. It's important for everyone in a Scrum team to communicate clearly and understand what is needed to succeed, especially regarding project timelines.
Diary of an Engineering Manager 119 implied HN points 05 Sep 24
  1. An engineering manager's role is more about teamwork than just giving orders. It's important to work together and support each other.
  2. The manager's job is like being a driver on a road trip. They navigate and ensure everyone is comfortable and safe along the journey.
  3. Being an engineering manager doesn't mean being smarter than everyone else. It means having different responsibilities while being part of the team.
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SeattleDataGuy’s Newsletter 694 implied HN points 14 Feb 24
  1. To grow from mid to senior level, it's important to continuously learn and improve, share new knowledge, work on code improvements, and become an expert in a certain domain.
  2. Making the team better is crucial - focus on mentoring, sharing knowledge, and creating a positive team environment. Think beyond individual tasks to impact the overall team outcomes.
  3. Seniority includes building not just technical solutions, but solutions that customers love. Challenge requirements, understand the business and product, and take initiative in problem-solving.
Original Football 279 implied HN points 10 May 24
  1. Bayer Leverkusen had a remarkable season with 49 consecutive games undefeated, solid teamwork, and late dramatic goals.
  2. Xabi Alonso, Leverkusen's coach, played a pivotal role with his tactical brilliance, leadership, and experience.
  3. Leverkusen's success is attributed to resilient players, Alonso's positive influence, and the team's strong unity.
Thinking Through 750 implied HN points 09 Jan 24
  1. Two things must be true for someone to take advantage of an open-door policy: self-confidence and psychological safety.
  2. Psychological safety in a team means feeling okay to take risks, express ideas, ask questions, and admit mistakes without fear of negative consequences.
  3. To build a psychologically safe environment, leaders can practice candidness, sharing mistakes, inclusive language, encouraging team input, and teaching team members to grow.
🔮 Crafting Tech Teams 139 implied HN points 20 May 24
  1. Leaders need to embrace failure and turn it into a learning opportunity without fear of judgment.
  2. Teams require leaders to set clear boundaries, values, and expectations to create a psychologically safe environment.
  3. Continuous delivery in engineering leadership involves delivering faster, reducing stress, fostering a positive environment, and supporting team growth.
Sunday Letters 99 implied HN points 27 May 24
  1. It's important to focus on solutions rather than just identifying problems. Always looking for issues can slow down progress and creativity.
  2. Effective people know when to take action, even if they don't have all the details. It's okay to jump into something and learn as you go.
  3. When you have concerns, think about whether they are relevant now or just distractions. Finding solutions should be your priority to keep moving forward.
derailleur 959 implied HN points 18 Jun 23
  1. The Tour of Slovenia's fifth stage featured high drama over the Krka river.
  2. The top contenders in the race were separated by mere seconds, making the competition intense and close.
  3. Matej Mohorič won the stage, honoring a fallen cyclist and emphasizing the importance of cherishing every moment in cycling.
DruGroup 79 implied HN points 04 Jun 24
  1. Success can lead to complacency. When teams or leaders get too comfortable after success, they often fail later on. It’s important to stay humble and keep pushing forward.
  2. Failure can be a stepping stone to success. Just because something didn't work out before doesn't mean it can't succeed later. Learning and adapting can turn past failures into future wins.
  3. Having great team players is key to winning. In basketball, no one can do it alone. It's important to recognize and appreciate the role of all team members in achieving success.
The Healthy Engineering Leader 39 implied HN points 20 Jun 24
  1. Compassion helps build strong and resilient teams, especially during tough times. Just like Vitamin C boosts our health, compassion boosts team spirit.
  2. Good communication is crucial for leaders. By talking openly and listening to team members, leaders can create a safe space where everyone feels valued.
  3. Giving teams time and freedom to recharge can make a big difference. Leaders should encourage breaks or fun activities to help everyone cope with stress better.
Voohy Leadership Insights 2 HN points 15 Sep 24
  1. Teams work best when all members collaborate to solve problems together. It's important for everyone to see problems as shared challenges.
  2. Recognizing and valuing each team member's contributions helps build trust and improves teamwork. This makes it easier to work through complex tasks.
  3. Diverse skills within a team can lead to great ideas, but can also cause confusion. Leaders should encourage collaboration and shared problem-solving to bridge these gaps.
Suzan's Fieldnotes 98 implied HN points 09 Feb 24
  1. Leadership is a shared experience, not an individual effort. A siloed leadership team can lead to a siloed organization. To shift organizational behavior, start at the leadership layer.
  2. Signs of a siloed culture include individualism, rise of 'poop umbrellas', influence behind closed doors, and apathy turning into fear. These signs can lead to missed business goals and a slipping company culture.
  3. Siloed cultures often form unintentionally due to tough market conditions, organizational changes, focus on individual parts instead of the system, and lack of intentional culture. Realignment starts by rallying the team around shared objectives, identifying desired team culture, and rewarding desired values.
Lessons 176 implied HN points 21 Feb 23
  1. Managers inside growing companies need to accept that change is constant, and it's important to focus on facilitating the process of finding solutions rather than having all the answers.
  2. It's okay for managers to acknowledge and accept the things they cannot control, and instead, focus on what they can control to set their team up for success.
  3. Helping people on your team grow and learn is a crucial aspect that managers can control and should prioritize in a growing company environment.
Research-Driven Engineering Leadership 99 implied HN points 15 Jan 24
  1. Improving the OKR process can enhance team development by focusing on effective goal setting methods.
  2. Investing in data quality and transparency and promoting communication can address challenges in working with others and ensuring alignment on goals.
  3. Striving for consistency, promoting learning communities, and guiding teams in OKR implementation can lead to successful adoption and use of OKRs across the organization.
🔮 Crafting Tech Teams 79 implied HN points 14 Feb 24
  1. Communication during pair programming is a skill that can be learned and improved. Adapt to better communicate with your team.
  2. In Test-Driven Development (TDD), not only technical aspects matter, but also how the team interacts. Share code, responsibilities, and voice disagreements effectively.
  3. Consider subscribing to publications like Crafting Tech Teams for more insights into improving team dynamics in TDD.
Ageling on Agile 79 implied HN points 11 Feb 24
  1. Implementing Agile in an organization goes beyond just claiming to be Agile; it requires a cultural shift.
  2. Having a hierarchical structure, lack of learning culture, and siloed responsibilities can hinder an organization's agility.
  3. Organizations valuing output over outcome, prioritizing individual efficiency, and fostering HIPPO culture undermine Agile principles and hinder effectiveness.
Dev Interrupted 88 implied HN points 22 Jun 23
  1. Stack ranking is natural human behavior, but it may not be suitable for engineering teams.
  2. Data-driven does not mean stack ranking; software development teams are more like bands where everyone depends on each other.
  3. Avoid data-driven leadership anti-patterns by knowing your 'why', measuring more than individual stats, and not relying on easily available metrics.
PeopleStorming 79 implied HN points 27 Jun 23
  1. Passionate and dedicated individuals inspire and unite a team to achieve remarkable outcomes.
  2. Promoting humble leadership and recognizing the contributions of team members is key to fostering a positive work culture.
  3. Encouraging diverse contributions and allowing individuals to explore different roles can lead to unexpected strengths and richer results.
Developing Leadership 78 implied HN points 07 Apr 23
  1. As an engineering leader, don't treat your organization like a cruise ship, but rather like a flotilla of multiple boats working towards a shared goal
  2. Approach your organization as the admiral of the flotilla, allowing each team to move independently but aiming for overall success
  3. Encourage communication and collaboration between teams, so they can leverage their unique strengths to achieve more collectively
Ben’s Blog 🏉 🧠🧑‍💻 40 implied HN points 13 Feb 24
  1. Being part of a team striving towards a common goal brings a sense of purpose and fulfillment in retirement.
  2. Belonging to a community or family and contributing to something greater than oneself is vital for health and happiness.
  3. Connecting with others and slowing down to be part of a team can lead to long-term satisfaction, unlike pursuing individual success hastily.
Effective Software Leads 39 implied HN points 03 Jan 24
  1. Driving clarity of purpose, direction, plan, roles, and boundaries leads to sustained high-performance in teams.
  2. Clarity of purpose is essential for motivating and guiding team members towards a common goal.
  3. Having a clear plan and understanding of roles and responsibilities are key for effective team performance.
Build To Scale 59 implied HN points 03 Oct 23
  1. An effective offsite meeting should have a clear purpose, such as planning for strategic changes, setting priorities, or working on challenging problems creatively.
  2. Include the next-level up-and-coming leaders in executive offsite meetings to have a broader impact and develop managerial talent.
  3. To tackle hard problems, gather a diverse group of people from different areas within the company to brainstorm solutions, as fresh perspectives can lead to creative breakthroughs.