A while back, I wrote up my leadership principles for my team. It follows the Leadersheep structure and how I apply it. The write-up here is lightly edited.
<X> sets a strong vision of the software and system architecture. <X> leads by example, admits mistakes, and is prepared for a long journey. <X> is improving the software system and platform overall.
Vision
Personal statement:
I prefer open and participative structures. An organization where honest, open communication is common and valued, and conflicts can be solved by working with neutral third persons. It is essential to me that we have an environment where we all can feel safe. Errors, misunderstandings, or conflict can and will happen, but when it happens, I will help everybody to learn and grow by it.
I like experimenting and trying things out, including play, and want space for that.
See also <Engineering Roadmap> and <System Architecture>.
Direction
Follow agreed-on processes.
The management team sets the direction of the company overall. The main means is the OKR process. The OKRs do not give technical directions. This section is about some technical directions:
Use well-researched and, if possible, scientific evidence.
Measure performance and results.
Do not wait for other people or later stages of the process to solve problems. Instead, integrate all aspects of sound software engineering as early as possible.
Be aware of the trade-offs.
Learn and respond to change.
General principles of the IT can be found <elsewhere>.
Boundaries
Security comes first. No unsecured credentials, no unencrypted customer data. Exceptions are documented.
Reporting errors or any kind of problem is great. Lying or hiding them is not OK.
Personal note: My boundary is everything that leads to or involves people suffering. I will strongly intervene in hurtful action and speech. I am fine with taking risks, though, and take quite some stress if it is positive overall.
Leading by Example
I hope to live what I teach, and if I don’t, call me out on it. I’m an introvert and thinker, so I see leadership thru a lens of science. What principles are there? But also: Make predictions and experiments.
As a fast-moving startup, we have to build things that anticipate future growth and extension. We couldn’t implement a complete logging system from the start, but we could create a central place where all logging goes. Then there is a structure—like a skeleton—where additional muscles can grow later. Or like seeds that grow as we grow.
As a fast-moving startup, we have to make a lot of compromises. That is expected and OK. But these compromises need to have a way to grow into well-working system parts. This can be by being temporary and easy to remove later or by putting them into self-contained modules, or by making them extendable in some way.
There is one thing where I lead by example that can easily be misunderstood: I work long and at strange times. I do many tiny breaks (for example, for my children). What works for me may not work for you. For example, I have always been a night owl. I actually take energy from being on the computer (but I cycle to work and like to have walking meetings). Outcomes matter, not superficial impressions.
Organization
<this section lists organizational tasks and how they are approached>
Admit Mistakes
Search for from:@Gunnar mistake or from:@Gunnar sorry in Slack
Also, have a look at our published post mortems und incidents.
Be Prepared for a long Journey
Our company is young and has a long way to grow. I intend to grow and learn, and I hope our company with me.
Improving the System
I want to make our company more resilient by distributing the knowledge and adding the right amount of redundancy and slack (not the app).
As we grow, we have to transition from a startup to a professionally managed firm. This involves the reduction of risks over time. A startup can overtake a whole industry by moving fast and taking calculated risks for huge gains. Our company took the risk of <R> when the practical advice of a whole industry was against it. This is no longer a risk. We know that it works. We are still trying out other things. Our company is innovating all the time, but of course, we keep things that work. And we have to secure what we have gained, and that means that we have to evaluate, choose, and manage risks consciously. Managing risk doesn’t always mean making plans for everything. Practicing challenging scenarios works better in practice than making a plan. I will foster agile methods also in risk management and mitigation.
Links
Some links to books and articles that influenced me in my thinking about leadership:
A while back, I wrote up my leadership principles for my team. It follows the Leadersheep structure and how I apply it. The write-up here is lightly edited.
<X> sets a strong vision of the software and system architecture. <X> leads by example, admits mistakes, and is prepared for a long journey. <X> is improving the software system and platform overall.
Vision
Personal statement:
See also <Engineering Roadmap> and <System Architecture>.
Direction
Follow agreed-on processes.
The management team sets the direction of the company overall. The main means is the OKR process. The OKRs do not give technical directions. This section is about some technical directions:
Use well-researched and, if possible, scientific evidence.
Measure performance and results.
Do not wait for other people or later stages of the process to solve problems. Instead, integrate all aspects of sound software engineering as early as possible.
Be aware of the trade-offs.
Learn and respond to change.
General principles of the IT can be found <elsewhere>.
Boundaries
Security comes first. No unsecured credentials, no unencrypted customer data. Exceptions are documented.
Reporting errors or any kind of problem is great. Lying or hiding them is not OK.
Personal note: My boundary is everything that leads to or involves people suffering. I will strongly intervene in hurtful action and speech. I am fine with taking risks, though, and take quite some stress if it is positive overall.
Leading by Example
I hope to live what I teach, and if I don’t, call me out on it. I’m an introvert and thinker, so I see leadership thru a lens of science. What principles are there? But also: Make predictions and experiments.
As a fast-moving startup, we have to build things that anticipate future growth and extension. We couldn’t implement a complete logging system from the start, but we could create a central place where all logging goes. Then there is a structure—like a skeleton—where additional muscles can grow later. Or like seeds that grow as we grow.
As a fast-moving startup, we have to make a lot of compromises. That is expected and OK. But these compromises need to have a way to grow into well-working system parts. This can be by being temporary and easy to remove later or by putting them into self-contained modules, or by making them extendable in some way.
There is one thing where I lead by example that can easily be misunderstood: I work long and at strange times. I do many tiny breaks (for example, for my children). What works for me may not work for you. For example, I have always been a night owl. I actually take energy from being on the computer (but I cycle to work and like to have walking meetings). Outcomes matter, not superficial impressions.
Organization
<this section lists organizational tasks and how they are approached>
Admit Mistakes
Search for
from:@Gunnar mistakeorfrom:@Gunnar sorryin SlackAlso, have a look at our published post mortems und incidents.
Be Prepared for a long Journey
Our company is young and has a long way to grow. I intend to grow and learn, and I hope our company with me.
Improving the System
I want to make our company more resilient by distributing the knowledge and adding the right amount of redundancy and slack (not the app).
As we grow, we have to transition from a startup to a professionally managed firm. This involves the reduction of risks over time. A startup can overtake a whole industry by moving fast and taking calculated risks for huge gains. Our company took the risk of <R> when the practical advice of a whole industry was against it. This is no longer a risk. We know that it works. We are still trying out other things. Our company is innovating all the time, but of course, we keep things that work. And we have to secure what we have gained, and that means that we have to evaluate, choose, and manage risks consciously. Managing risk doesn’t always mean making plans for everything. Practicing challenging scenarios works better in practice than making a plan. I will foster agile methods also in risk management and mitigation.
Links
Some links to books and articles that influenced me in my thinking about leadership:
Turn the Ship Around! (L. David Marquet)
Komplexithoden und Organisation für Komplexität from (or their English pendants) (Niels Pflaeging)
Driving Technical Change (Terrence Ryan)
Growing Pains (Eric G. Flamholtz, Yvonne Randle, 2000) - managing growth in professionally managed firms
The Five Dysfunctions of a Team (Patrick Lencioni)
Accelerate: Building and Scaling High-Performing Technology Organizations (Nicole Forsgren)