How can senior developers bridge the gap to becoming tech leads? How can mentors help them? We'll shine a light from above, a light from below, and we'll see if we can uncover some insights.
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Grow your own tech leads
1. Grow your own
tech leads
@KenScambler
We’re hiring!
Come work with me & my
friends on cool stuff
2. Gaps
• There’s a big difference between the skill sets of an effective
developer and an effective tech lead.
• How does an individual bridge the gap?
• How can we help them?
14. What happens with trust
Alice Product Manager
I know Alice wants to help me get
my ideas in front of customers.
Knowing how the tech fits in will
help us get there sooner.
15. What happens with trust
Product Manager
Look, the spaceship is really
hard, it’ll take 10 years.
But… if we drop the laser guns
we can do a quadcopter in a
month.
Alice
16. What happens with trust
Product Manager
Look, the spaceship is really
hard, it’ll take 10 years.
But… if we drop the laser guns
we can do a quadcopter in a
month.
Ah that’s a shame. Let’s go
for the quick win then, we
can iterate from there.
Alice
17. What happens without trust
Product Manager
Let me guess. Alice can’t deliver on
time because of techie blah blah.
If she loved customers half as much
as shiny tech, we’d have delivered by
now.
Alice
18. What happens without trust
Product Manager
Look, the spaceship is really
hard, it’ll take 10 years.
But… if we drop the laser guns
we can do a quadcopter in a
month.
Alice
19. What happens without trust
Product Manager
Look, the spaceship is really
hard, it’ll take 10 years.
But… if we drop the laser guns
we can do a quadcopter in a
month.
Did you try this? Did you try
that? We really need to be
delivering spaceships.
I’m going to need you & the
team to really dig deep and
BELIEEEVE.
Alice
39. Carla
You can’t be serious!
It’s done when it’s
done.
I don’t know what I
don’t know.
40. Carla
M T W T F M T W T F M T W T F
Started work
41. Carla
M T W T F M T W T F M T W T F
Started work Got stuck
42. Carla
M T W T F M T W T F M T W T F
Started work Got stuck Help!
Boss
EMERGENCY!
Let’s rope in
the experts
43. Carla
M T W T F M T W T F M T W T F
Started work Got stuck Help! DONE
Expert1
Expert2
*Domain specific
knowledge*
*Technology specific
knowledge*
We had to
drop
everything,
but we’re
here
44. Boss
Boss’ boss
HIGGINS YOU FOOL!
Because of your
MISCREANTS I had to
settle for platinum
*ALLOY* hubcaps on
my Lambo!!
45. Carla
M T W T F M T W T F M T W T F
Started work Stuck
I was off to a good
start, but it’s
harder than I
thought.
46. Carla
M T W T F Lots of possible options Maybe not even needed
Started work Stuck
Boss
Trust!
No sweat, plenty of
things we can do from
here.
Lmk what you need
Open communication
47. Dave
I need help with
my thing, could
you give me a
hand?
Colleague
“I trust you to care about my work too”
48. Dave
I need help with
my thing, could
you give me a
hand?
Sure, I guess
Colleague
55. Colleague
Dave
Goal
• Sure! Here you go
• I’ll set aside some time to help
• I don’t have time, but here’s some people who
might help
• Not sure, but try reading this
57. Helping others build trust
• ”Don’t be terrible” needs fixing in a
shockingly high number of people
• Doesn’t mean they lack talent
• Often just a lack of self-awareness
• Easy to mentor
59. Feeling insecure:
• Does not in any way indicate a lack of talent
• Does not in any way indicate a lack of leadership potential
BUT
• Learning to manage insecurities is essential
• Consequences are exacerbated by seniority
60. “I’m not actually good enough…
Therefore I will not even put my hand up in the first place”
Hopefully no-
one notices
me
61. “I’m not actually good enough…
Therefore I will not even put my hand up in the first place”
• Personal reassurance, encouragement
• Cultivate general personal safety
• Reduce cost of speaking up
• Seek out quiet voices at meetings, balance loudest
• Be aware of various forms of privilege
Mentor suggestions:
62. “I’m not actually good enough…
Therefore I will massively overcompensate by any means”
I AM VERY LOUD AND IMPORTANT!
YOUR FOOLISH PRs DON’T STAND A CHANCE AGAINST
MY PETTY OBJECTIONS!
I WILL MAKE UP THINGS SO IT LOOKS LIKE I KNOW
STUFF!
63. “I’m not actually good enough…
Therefore I will massively overcompensate by any means”
• Immediate 1-1 advice to tone it down, increase self-awareness
• Reassure
• Requires strong trust to avoid defensive reaction
• May require removal of responsibility
Mentor suggestions
64. “I’m not actually good enough…
Therefore I must be as defensively opaque as possible so people don’t ask
questions”
???
65. “I’m not actually good enough…
Therefore I must be as defensively opaque as possible so people don’t ask
questions”
Mentor suggestions
• Can be hard to detect until it’s too late
• Personally encourage habits of openness
66. “I’m not actually good enough…
Therefore I am doomed and will freeze and wait for inevitable failure”
There’s no point trying
67. “I’m not actually good enough…
Therefore I am doomed and will freeze and wait for inevitable failure”
Mentor suggestions
• Super bad news
• Pretty hard to reverse at this point
• Removal of responsibilities likely to be a relief to all
68. Mistakes of inexperience: too rigid
Do it this way, or else!
I’m supposed to know more
than everyone else!
No-one will listen to me unless
I make a lot of noise
I need to advertise my
leaderiness, or my prestige will
evaporate!
69. It’s not your job to
know all the
answers
The team’s success
is your success
Use the skills of the
team
Mentor
70. Sure, I guess, let’s do
what you want, it’s
probably fine. Who am I to disagree?
They seem really confident.
I’m not a real leader
Mistakes of inexperience: too flexible
71. You’re ultimately
responsible, not
the other people!
Let’s go through
the reasons from
first principles
It’s ok to ask
questions, it’s not your
job to know
everything already
Mentor
72. Handling insecurity
• Nothing to be ashamed of per se
• Harmful flow-on effects best pre-empted with cultural change
• Strong trust bonds necessary for frank individual feedback
• Senior leaders should set an example for openness
75. Your code is bad
and you are bad
Dev
Words Actions
Awww
Dev who wrote
the code
Other devs
Whoa. Maybe
there’s something
to learn though?
I am a thoroughly
disagreeable
person
76. Your code is bad
and you are bad
Very senior
tech lead
Words Actions
Everyone else
ARGHGH!!!!
I am a thoroughly
disagreeable
person
This is how leaders
behave here
Stick your neck out,
this will happen to
you too
Dev who wrote
the code
Big loss of face in
front of peers
80. Creating opportunities
Project 1 Project 2 Project 3
Jan Feb Mar …
Team 1 Team 3
Team 2
Team 2
informal
tech lead
Project 1
informal
tech lead
81. MYOB example:
Tech Lead Groups
Front end
team
Backend
service team
API team
Desktop
team 1
Desktop
team 2
Project
Infrastructure
team
Tech Lead Group
82. Tech Lead Group
• Reduce decision-making workload for architects
• Increase architect visibility into teams
• Increase teams’ access to fast architecture advice & decisions
• Grow new tech leaders
83. Tech Lead Group
• Reduce decision-making workload for architects
• Increase architect visibility into teams
• Increase teams’ access to fast architecture advice & decisions
• Grow new tech leaders
84. However:
• Confusion around scope of responsibility
• Decision-maker?
• Hard to balance team-work with TLG-work
• There are a range of situational pros & cons to all the different ways
you can do this
85. Conclusion
• Growing tech leaders in-house is a Good Thing
• Bridging non-technical gaps is a big deal
• Wider perspective
• Building trust & relationships
• Managing insecurities appropriately
• Understanding words as actions
• Good mentoring makes a huge difference
• 1-1 coaching
• Setting an example
• Timely intervention
• Creating opportunities with informal org structure
Notes de l'éditeur
Finding tech talent is hard, and so is keeping them!
While importing expertise is valuable, having a clear internal path of advancement is indispensable:
Motivates individuals to invest more of their career at a company
Keep that juicy domain knowledge!
Good for everyone
This talk is about the challenges of growing tech leads, both from the point of view of an aspiring senior developer, and a mentor hoping to develop them.
These are actually very similar viewpoints; the ways in which an manager or architect might wish to grow a tech lead are similar to the ways a tech lead might wish to grow a senior developer.
We’ll shine a light from above & a light from below, and perhaps we will illuminate the subject in an interesting way.
A big part of this is considering the kind of gaps between the skillset of a senior developer and a tech lead.
While there’s always more to learn, we can assume that their tech skills are great; the gaps are more likely to be things like:
Projecting influence appropriately
Understanding social dynamics
Learning about the broader company context
Some people seem to be naturals at this, but for most, it’s a learnt skill. It’s not just “I’m a people person” “I’m not a people person”. PEOPLE SKILLS ARE LEARNABLE, like programming.
But unlike programming, where there is an incredibly rich seam of educational materials at hand to learn the craft, most programmers find themselves gaining proficiency at people skills the same way most managers do – by sucking at it for ten years.
How do you bridge the gap?
How can we help them bridge it more efficiently?
Openness allows developers to take an interest in how the team works, how the team’s work fits in with other teams
Openness in goals, process, decisions, motivations, rationales
Not everyone is interested, and that’s fine
The ones that are can learn through osmosis, potentially leaders
Building trust is the secret sauce to getting anything done in an organization of any size
If people trust you, it is a force-multiplier
If people don’t trust you, the walls close in: you are stuck with your own two hands
Someone on the cusp of being a tech lead often has a lot of trust and respect built up with the developers they work with. Technical excellence alone is often enough to build trust within a team.
But taking the next step requires building trust relationships with a whole bunch of people they might have previously only had superficial relationships with, and technical excellence alone is not enough to do this
Engineering managers
Product managers
BAs
UX specialists
And if they’re really lucky, most important of all: customers
Trust puts a framing on every conversation before you’ve even opened up your mouth.
Without trust, the framing on the conversation is a little different…
This is an obnoxious and snide dismissal of Alice’s concerns, but it’s not necessarily because the Product Manager is a horrible person – they might have been burnt a bunch of times, by Alice or other technical leaders, and fundamentally don’t trust them enough to take the advice at face value.
For argument’s sake, the Product Manager might be living in fantasy-land, the spaceships might be completely impossible in the short term. But it doesn’t matter – the course of the conversation is all but predetermined, because of the lack of trust between the two.
This is both entirely predictable, and wholly within Alice’s ability to control. Had she taken the time to build a trust relationship with the PM beforehand, it would have been fine
Trust is a lubricant that makes everything flow smoother and easier.
I’m not even joking.
This is what separates the 90% from the 10%
You don’t have to be intelligent. You don’t even have to be good at programming. You just have to not be terrible.
Let me hit you with some examples to explain what I mean:
Let’s start with a simple example
That’s kind of terrible. It didn’t take any technical skill to follow through on writing up the notes. It didn’t take any emotional or social intelligence. It just needed 5 minutes of time and a moderate amount of non-terribleness.
Put a sock in it Tech Lead, and listen up
Have you ever seen a manager’s calendar? They have a very dynamic job, it’s very demanding, and they have to juggle a lot of balls in the air.
Every single one of these things on the calendar is a concern they have to fit in their head all at once.
If you’re terrible, every time you open your mouth, your boss will mentally put another 5 appointments on their calendar. How do you think they appreciate that?
What if you have a team of 6, and they’re all like that? The boss is spending half of their week compensating for terrible people!
Being terrible isn’t just harmless; it makes everyone around you less effective.
If your boss check in more than say, 3 times a week with “Heeeey buddy, how’re you going with that thing”, I must inform you that you are terrible.
We KNOW this has to be true
If you proactively told your boss what you were doing, they wouldn’t need to check in
If your boss was confident that --- because you committed to completing something, therefore it’s as good as done – why would they bother checking in on you?
This is shocking to hear.
The good news is that this is excellent feedback, and not being terrible is really easy to do. You can start when you go back to work after YOW
If you’re not terrible, maybe your boss’ calendar looks like …
… this, because the boss can just forget about a bunch of stuff that they TRUST Bilal will sort out.
How do you think that is appreciated?
And when it comes time to recommend an internal Tech Lead candidate, who do you think will come to mind?
Is Bilal a technical mastermind who could found a blockchain startup with one hand in two hours? I don’t know? Maybe?
But he got the promotion because he’s the one that’s not terrible.
Building up a solid trust relationship here didn’t just make Bilal a better worker, it made his boss a better worker.
Building up trust makes everyone around you better.
Here’s another scenario
Whoops!
That’s pretty terrible! Carla didn’t communicate the state of her work effectively, and now everyone is behind.
But what she knows is that she doesn’t know what she doesn’t know
And what she tells her boss should be that she knows that she doesn’t know what she doesn’t know
Carla’s calendar might have looked a bit like this
Again, there’s a loss of trust here.
Maybe nothing could have been done, and Carla just needs to work through it.
But maybe more people could have been brought on.
Maybe other work could have been prioritized.
Again, the boss has to fill up their calendar with “checking on Carla” in case she’s stuck again, because they don’t trust her to communicate.
Other busy people might have to drop important things to clean up; they’ll lose trust as well.
YOUR BOSS HAS A BOSS AS WELL
The other thing that people don’t really think about is that your boss has a boss too.
The higher up you go, the conversations can take on a different character!
And poor communication can get your boss roasted like a turkey in a boardroom.
This time, Carla isn’t terrible.
She’s still stuck – she still can’t solve the problem. But this time she communicates.
Now, the boss has lots of options…
They might bring more people in when they have time
They might pause the work and put Carla on something else
An inexperienced or insecure developer thinks this is a sign of weakness.
Someone who knows what they’re doing understands that nobody knows the answer, and that this is effective, necessary and downright RIGHTEOUS communication!
AGAIN
You don’t need intelligence, skill, charm or hard work. For this basic level of organisational fluency, you just need to not be terrible!
At risk of laboring the point, it’s not just about bosses and promotions. It works a bit like this with everyone.
Doesn’t have to be dropping everything to help all the time; he would never get anything done.
It could just be helpful advice or pointers, or an hour of time,
If you are a reliable node on the path to success – helping others! Then their success will be your success
You know what that’s called? POWER!
It’s a low bar to clear; they just need to realise there’s a bar there, otherwise they’ll walk into it
A common cause for that sort of closed, uncommunicative behavior that we saw there is insecurity.
Personal insecurity is absolutely rife at every level of a career in tech.
Not everyone experiences it in the same degree, and people vary in how well they can deal with it.
It is entirely natural, and not something to be ashamed about.
Feeling insecure does NOT IN ANY WAY indicate a lack of talent nor a lack of leadership potential.
However, managing them in a constructive way is essential.
AS A MENTOR, helping potential tech leads manage insecurities is important
Insecurity can manifest in a bunch of different ways, sometimes in harmful and negative ways
Junior developers tend have a really good culture around this, they talk about impostor syndrome openly
The more senior this person is, the less likely they are to be open about it, and the more harm can be done.
Let’s explore that
The lack of confidence in this one often has contributing environment factors
Upbringing
Introversion
Life experience
Social underprivilege
Company misses out on a huge amount of leadership talent, and settles for the loudest & most privileged voices by default.
MENTOR SLIDE NEXT
Mentors:
Have an obligation to counteract effects of privilege
Reduce the cost of speaking up
Culture of personal safety
Seek out quiet voices
This will also set an example
MUST be proactive, because nobody is likely to complain
Just prompting isn’t enough
This is very common, and very destructive
Can create a toxic work environment quickly
Effects on team:
Other people get disgruntled & leave
Toxic team dynamic
Juniors emulate behaviour
Must be nipped in the bud
Not necessarily because they’re a bad person
Not necessarily because they can’t become a good leader (although--- it may indicate that more responsibilities are premature)
MENTOR SLIDE NEXT
If the mentor has a good trust relationship with a potential leader, they can raise self-awareness about this kind of behavior
Otherwise likely to trigger extremely defensive responses
Help them understand the effects on the team.
Turtling behavior
Avoid scrutiny & accountability
Often hard to detect until its too late
Unhealthy behaviour, hides problems, makes it harder to fix in time
Effect on team:
Lack of communication
Missed opportunities
MENTOR SLIDE NEXT
Hard to reverse when someone has reached this point.
Likely to be the result of the problem going unchecked for a long time.
MENTOR SLIDE NEXT
Take away responsibilities; it may be a relief rather than a humiliation
They can get on with their life and work on something they enjoy
“Do it this way, or else!”
Team feels disempowered, disengaged
No-one knows all the answers
Common resort of inexperienced leaders
Often stems from insecurity:
“I’m supposed to know more than everyone else!”
“No-one will listen to me unless I flap my arms around and make a lot of noise!”
“I need to advertise my leaderiness, or my prestige will evaporate!”
MENTOR SLIDE NEXT
Mentoring, lead by example
Don’t need all the answers
Don’t even need to be the best technically
“Sure I guess, let’s do that, it’s probably fine.”
Unaccountable – who is responsible?
Sloppy – what are the consequences? Don’t they matter?
Might stem from lack of confidence – “who am I to disagree?” “They seem really confident”.
MENTOR SLIDE NEXT
Solution:
Strong sense of accountability
Leader leader: needs to hold them accountable as a fitness function:
“Can you explain to me why we are doing it this way?”
Can’t say “because [other person] thought it was a good idea”
At the surface, all these behaviour patterns are very different; but in fact, they all stem from the same underlying causes
Perceiving this can allow you to take the correct measures
Words don’t just convey information – speech is an action that carries consequences and has moral valence independent from its semantic content
It sounds obvious saying it out loud, but it seems to be widely underappreciated in practice.
As developers become more senior, the more important ”words as actions” become.
Consider a prime minister with a looming financial crisis; they won’t say the economy is borked and we need to stockpile ammunition and cans of baked beans
Not necessarily because they are a filthy liar; they have have responsibilities
If they say that, investors might pull capital out of the country, self-fulfilling prophecy, 10ks lose their jobs
If they dress it up with a bow, maybe everyone scrapes through.
Doesn’t mean dishonesty is ok, but it means there’s more to take into account than the meaning of words
Compare: Junior dev angrily cussing out teammate in public
“Your code is bad and you are bad”
The words have factual content, which might be true – the code might actually be bad, and its author might be bad at their job in various ways
But saying it out loud, it becomes an action
Teammate feels bad
Leaders step in, junior dev is quickly disciplined/mentored
Apologies, everyone moves on
Tech leader angrily cusses out teammate in public
“Your code is bad and you are bad”
Teammate feels bad
Loses face with team
Resentment, teamwork breaks down
Less likely to speak up in the future
Teammates less likely to speak up in the future
Teammates emulate behavior, cycle of unpleasantness
Personal safety breaks down
System is no longer self-healing
Well, yes, but you’re responsible for the consequences of your actions, like everyone else
YOU ARE RESPONSIBLE FOR THE CONSEQUENCES OF YOUR WORDS, REGARDED AS ACTIONS
The higher your personal prestige, the more consequential your words
The wider the audience, the more consequential your words
Not just magnitude, can flip a mostly good thing into a mostly bad thing
For senior leaders, they might be completely unable to say anything without seismic consequences, so must work through others to send moderate messages. For instance, CEO public speeches will often be very bland and general; but private discussions can get very heated indeed
A challenge for emerging tech leaders is that the mapping between words and results is rapidly changing in real time
This can be shocking and frustrating for everyone
MENTOR
1-1 mentoring
Assume good faith
Build self awareness early
Nip in the bud
Set a good example
To grow tech leads, you need to give them opportunities
Projects & teams are often dynamic, short-lived things, and have specific leadership requirements with limited scope
Organisational roles tied to salary are long lived, inflexible and hard to change
“Hats” vs “roles”
Team-local tech lead
Project-local tech lead
TICK SLIDE NEXT
….
Then progress can be made, to the benefit of all.
Thank you