So You Think You Can Lead a Software Team?
summary
Takes twelve months to start understanding team leading and shifts from doing work to being accountable, advising daily standups and reducing one‑to‑ones to one for a six‑person team once rapport exists. Recommends delegating (use the “learn or give” rule), picking battles, and using a triangle of trust—regular communication, code review, and demo signoffs—to catch defects early. Uses a ten‑question pre‑interview to improve candidate quality, maintains a living coding‑style doc, and runs monthly socials to boost cohesion.
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chapters (10)
- 0:00Introduction
- 1:28Why I speak on team leading
- 2:32What team leading means
- 4:15Talking to your team every day
- 7:22Importance of delegation
- 9:50Building trust
- 10:53Picking your battles
- 12:39Disagreeing effectively
- 14:23Doing the work isn't the only way to add value
- 16:10Final thoughts and Q&A
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