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Search results for tag #ExtremeProgramming

[?]TheLambdaDev » 🌐
@thelambdadev@mastodon.social

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 👉 lttr.ai/ArypX

    [?]TheLambdaDev » 🌐
    @thelambdadev@mastodon.social

    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 👉 lttr.ai/Aryfo

      [?]TheLambdaDev » 🌐
      @thelambdadev@mastodon.social

      Empowering Teams Through Humility and Collective Vision.
      lttr.ai/Aroo9

        [?]TheLambdaDev » 🌐
        @thelambdadev@mastodon.social

        When team members understand that their success is tied to the team’s performance, collaboration improves, and ego-driven disruptions diminish.

        Read more 👉 lttr.ai/ArazN

          [?]TheLambdaDev » 🌐
          @thelambdadev@mastodon.social

          This dual focus on people and technology is the hallmark of a high-impact technical leader.

          Read more 👉 lttr.ai/ArYpq

            [?]TheLambdaDev » 🌐
            @thelambdadev@mastodon.social

            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 👉 lttr.ai/ArWeC

              [?]TheLambdaDev » 🌐
              @thelambdadev@mastodon.social

              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 👉 lttr.ai/ArWWz

                [?]TheLambdaDev » 🌐
                @thelambdadev@mastodon.social

                Taking an active role in mentoring and developing team members, facilitating knowledge sharing, and advocating for psychological safety are all critical components.

                Read more 👉 lttr.ai/ArTg5

                  [?]TheLambdaDev » 🌐
                  @thelambdadev@mastodon.social

                  Moreover, their influence on organizational strategy makes them indispensable partners to engineering leaders.

                  Read more 👉 lttr.ai/ArLUW

                    [?]TheLambdaDev » 🌐
                    @thelambdadev@mastodon.social

                    By embodying the principles outlined in Team Topologies, Staff Engineers can amplify their influence, foster thriving teams.

                    Read more 👉 lttr.ai/ArLO7

                      [?]TheLambdaDev » 🌐
                      @thelambdadev@mastodon.social

                      Staff Engineers to move beyond solving technical problems to addressing the root causes of organizational friction, ultimately driving better outcomes. .

                      Read more 👉 lttr.ai/ArJJj

                        [?]TheLambdaDev » 🌐
                        @thelambdadev@mastodon.social

                        Staff Engineer who understands organizational structures can identify systemic inefficiencies, propose process improvements.

                        Read more 👉 lttr.ai/ArJEP

                          [?]TheLambdaDev » 🌐
                          @thelambdadev@mastodon.social

                          This shift reflects the growing need for Staff Engineers to operate as technical experts and organizational leaders, extending their influence.

                          Read more 👉 lttr.ai/ArG58

                            [?]TheLambdaDev » 🌐
                            @thelambdadev@mastodon.social

                            Resolving conflicts, and guiding team members, Staff Engineers can create an environment where technical excellence and personal growth thrive.

                            Read more 👉 lttr.ai/ArG0q

                              [?]TheLambdaDev » 🌐
                              @thelambdadev@mastodon.social

                              An effective technical leader needs more than just deep engineering expertise; they must possess social and organizational skills to influence structural decisions.

                              Read more 👉 lttr.ai/Aq6nI

                                [?]TheLambdaDev » 🌐
                                @thelambdadev@mastodon.social

                                [?]Third Foundation » 🌐
                                @rayckeith@techhub.social

                                More about me.

                                I've always wanted to be a of and but working as a , , , and is how I made my money.

                                I've written one so far, not yet published, and a few articles on which were published. I might be a better editor than a writer.

                                my literary heroes include Terry Pratchett and Theodore Sturgeon

                                  8 ★ 4 ↺
                                  kabel42 :LowSpoons: boosted

                                  [?]Amitai Schleier [he/they] » 🌐
                                  @schmonz@schmonz.com

                                  It’s hard to fix something because it’s easy to break something else?

                                  That’s your clue: refactor first.

                                  (Special case of the general KFB wisdom “First make the change easy, then make the easy change.”)


                                    12 ★ 11 ↺

                                    [?]Amitai Schleier [he/they] » 🌐
                                    @schmonz@schmonz.com

                                    Periodic reminder: if you’re intrigued by a job posting touting , maybe it’s what it claims to be. I hope so. But maybe not.

                                    Hit up your network before applying. If you’re reading this, I’m in your network.

                                      4 ★ 1 ↺

                                      [?]Amitai Schleier [he/they] » 🌐
                                      @schmonz@schmonz.com

                                      If doesn’t believe neurospicy folks can strengthen a team, they’re simply wrong. Maybe they’ll learn.

                                      But if a supposed expert doesn’t grok this, such remarkably deep failure of understanding indicates ignorance AND profound obstinacy.

                                        16 ★ 8 ↺

                                        [?]Amitai Schleier [he/they] » 🌐
                                        @schmonz@schmonz.com

                                        If you don’t know how to care for people and don’t care to learn, by definition — no matter how convincingly you write, speak, and code — you are not an expert. And when you take a power position and try to enact XP among humans, we can see you’re a charlatan.

                                          0 ★ 0 ↺

                                          [?]Amitai Schleier [he/they] » 🌐
                                          @schmonz@schmonz.com

                                          Most practical experts don’t write a book. Distinct tasks, incentives, skills.

                                          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.


                                            0 ★ 1 ↺

                                            [?]Amitai Schleier [he/they] » 🌐
                                            @schmonz@schmonz.com

                                            Unfortunately, even if the person following these steps loves (and is widely held to be expert in it), they’re no less destructive. https://schmonz.com/snac/schmonz/p/1757895379.682120

                                              3 ★ 0 ↺

                                              [?]Amitai Schleier [he/they] » 🌐
                                              @schmonz@schmonz.com

                                              Hate and want others to hate it?

                                              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 .

                                                3 ★ 1 ↺
                                                Alan Dayley boosted

                                                [?]Amitai Schleier [he/they] » 🌐
                                                @schmonz@schmonz.com

                                                If you love and you see a rare opportunity to be hired specifically for that, you might jump at the chance. I do. I did.

                                                Maybe in your case it’ll be what it sounds like. I hope so. But beware. https://schmonz.com/snac/schmonz/p/1757721641.814818

                                                  10 ★ 5 ↺
                                                  maschmi boosted

                                                  [?]Amitai Schleier [he/they] » 🌐
                                                  @schmonz@schmonz.com

                                                  If the only code you’re ever satisfied with is your own, you’re not qualified for . Especially if you’re sure you are.

                                                  If the only bits of you’ve mastered are the technical ones, you’re not an XP expert. Especially if you’re sure you are.

                                                    0 ★ 0 ↺

                                                    [?]Amitai Schleier [he/they] » 🌐
                                                    @schmonz@schmonz.com

                                                    If you think coaches have to “know the most” or “be the most technical”, you might not understand coaching, influence, or your own technique-acquisition process.

                                                    If you’re still sure of your understanding, regardless of cost to you and others… clownshoes.

                                                      3 ★ 3 ↺
                                                      wouterla boosted

                                                      [?]Amitai Schleier [he/they] » 🌐
                                                      @schmonz@schmonz.com

                                                      If you repeatedly fail to perceive or appreciate what reputable coaches are accomplishing in your org, maybe you’re a great leader who doesn’t know yet what specifically to look for.

                                                      If you do this while claiming to be an expert, that’s clownshoes.

                                                        3 ★ 2 ↺
                                                        maschmi boosted

                                                        [?]Amitai Schleier [he/they] » 🌐
                                                        @schmonz@schmonz.com

                                                        “We learned a ton, we got lots done, our team dynamics were awesome, and I’ve never felt this kind of team feeling before.”

                                                        Leaders are not obligated to value such feedback.

                                                        But if they don’t, they oughtn’t claim to value . They value something incompatible.

                                                          9 ★ 2 ↺
                                                          Alan Dayley boosted

                                                          [?]Amitai Schleier [he/they] » 🌐
                                                          @schmonz@schmonz.com

                                                          If stakeholders have to wait many months to benefit at all from your project, you have much more to learn about .

                                                          If influential developers of the highest caliber keep not meeting your expectations, you have much more to learn about .

                                                            6 ★ 2 ↺
                                                            Jeff Grigg boosted

                                                            [?]Amitai Schleier [he/they] » 🌐
                                                            @schmonz@schmonz.com

                                                            PSA for devotees:

                                                            Not all “XP” jobs, authors, experts, or leaders are what they claim. Before applying, ask around your network.

                                                              1 ★ 2 ↺
                                                              Chris Pitts boosted

                                                              [?]Amitai Schleier [he/they] » 🌐
                                                              @schmonz@schmonz.com

                                                              Code by a computer will often, compared to a human’s, appear

                                                              - 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?!


                                                                1 ★ 1 ↺
                                                                Per Hammer boosted

                                                                [?]Amitai Schleier [he/they] » 🌐
                                                                @schmonz@schmonz.com