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For Tech Managers, applying these principles ensures that decisions are driven by strategy, not emotion and that the focus remains on delivering value.
Read more 👉 https://lttr.ai/ArypX
By modeling humility and demonstrating that the mission’s success is more important than individual accolades, Tech Managers set the standard for their teams to follow.
Read more 👉 https://lttr.ai/Aryfo
When team members understand that their success is tied to the team’s performance, collaboration improves, and ego-driven disruptions diminish.
Read more 👉 https://lttr.ai/ArazN
This dual focus on people and technology is the hallmark of a high-impact technical leader.
Read more 👉 https://lttr.ai/ArYpq
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
By participating in discussions about team design, staffing, and cross-functional collaboration, they can ensure that engineering teams are set up for success.
Read more 👉 https://lttr.ai/ArWeC
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
The message is clear: technical skills may get you to the table, but it’s the combination of technical, social, and managerial abilities that ensures lasting impact.
Read more 👉 https://lttr.ai/ArWWz
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
Taking an active role in mentoring and developing team members, facilitating knowledge sharing, and advocating for psychological safety are all critical components.
Read more 👉 https://lttr.ai/ArTg5
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
Moreover, their influence on organizational strategy makes them indispensable partners to engineering leaders.
Read more 👉 https://lttr.ai/ArLUW
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
By embodying the principles outlined in Team Topologies, Staff Engineers can amplify their influence, foster thriving teams.
Read more 👉 https://lttr.ai/ArLO7
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
Staff Engineers to move beyond solving technical problems to addressing the root causes of organizational friction, ultimately driving better outcomes. .
Read more 👉 https://lttr.ai/ArJJj
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
Staff Engineer who understands organizational structures can identify systemic inefficiencies, propose process improvements.
Read more 👉 https://lttr.ai/ArJEP
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
This shift reflects the growing need for Staff Engineers to operate as technical experts and organizational leaders, extending their influence.
Read more 👉 https://lttr.ai/ArG58
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
Resolving conflicts, and guiding team members, Staff Engineers can create an environment where technical excellence and personal growth thrive.
Read more 👉 https://lttr.ai/ArG0q
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
An effective technical leader needs more than just deep engineering expertise; they must possess social and organizational skills to influence structural decisions.
Read more 👉 https://lttr.ai/Aq6nI
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
How Management Skills Amplify a Staff Engineer’s Impact: https://lttr.ai/AqsEO
#ExtremeProgramming #FacilitatingKnowledgeSharing #ModernSoftwareDelivery
More about me.
I've always wanted to be a #writer of #scienceFiction and #fantasy but working as a #computerProgrammer, #softwareDeveloper, #agileTrainer, and #coursewareDeveloper is how I made my money.
I've written one #romcom #novel so far, not yet published, and a few articles on #extremeProgramming which were published. I might be a better editor than a writer.
my literary heroes include Terry Pratchett #discworld and Theodore Sturgeon
That’s your clue: refactor first.
(Special case of the general KFB wisdom “First make the change easy, then make the easy change.”)
Hit up your network before applying. If you’re reading this, I’m in your network.
But if a supposed #ExtremeProgramming expert doesn’t grok this, such remarkably deep failure of understanding indicates ignorance AND profound obstinacy.
For the same reasons, some published authors are better at describing than at enacting.
Maybe an author really knows, in context, under stress, how to do the thing. Maybe not.
1. Become Director of Engineering
2. Tell org and stakeholders that XP will fix longstanding problems
3. Regularly interfere with devs’ learning
4. Design projects to delay ROI
5. Find scapegoats
Maybe they’ll blame #XP.
Maybe in your case it’ll be what it sounds like. I hope so. But beware. https://schmonz.com/snac/schmonz/p/1757721641.814818
If the only bits of #ExtremeProgramming you’ve mastered are the technical ones, you’re not an XP expert. Especially if you’re sure you are.
If you’re still sure of your understanding, regardless of cost to you and others… clownshoes.
If you do this while claiming to be an #XP expert, that’s clownshoes.
Leaders are not obligated to value such feedback.
But if they don’t, they oughtn’t claim to value #ExtremeProgramming. They value something incompatible.
If influential developers of the highest caliber keep not meeting your expectations, you have much more to learn about #EngineeringLeadership.
Not all “XP” jobs, authors, experts, or leaders are what they claim. Before applying, ask around your network.
- Less principled, coherent, systemic
- More expedient, forgetful, surprising
In short: even riskier.
If there were such a thing as expertise in managing software risks, you’d want that, right?!