Teams

Context and Introduction Recently, I wrote my very first technology strategy. Overall I’d say the process went pretty well. Of course writing the strategy is intimidating to begin with, but once I started I quickly realised that the much more intimidating thing is actually working to implement the strategy after it’s written. I felt and still at times feel like fleeing to the woods to live as a wolf as a result of this realisation but I’m pretty sure my life insurance has exclusions for fleeing to the woods in order to live as a wolf....

What if the role of the software developer is not actually about writing software? What if the most important thing I can do today isn’t to write a sweet recursive function that delights and confuses the next human that reads it in equal measure? As our industry has matured, the roles of technical staff in an organisation have changed. Increasingly, companies require that technical folk interact with customers. Some people like this....

I build teams. I build teams good. Good teams that do well, and they also do good. Technical teams mainly, but I’m branching out. It’s good. That’s all well and good, but what is the point? The point is that good teams are rare. That is to say, a team that you can leave alone, with the trust that they can self-regulate, self-correct and grow without you is very difficult to find, such that the effort to grow one (if you can) is a far simpler thing by comparison....