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Aaron Longwell | Why Software Development Requires Servant Leaders | Culture Foundry
The highest type of ruler is one of whose existence the people are barely aware.

Next comes one whom they love and praise. Next comes one whom they fear. Next comes one whom they despise and defy.

When you are lacking in faith, Others will be unfaithful to you.

The Sage is self-effacing and scanty of words. When his task is accomplished and things have been completed, All the people say, “We ourselves have achieved it!“

— Lao Tzu

When considering a project, consider the growth opportunity it represents for each member of your team. Always have an ear trained toward learning what challenges they are ready to take on.

Establish trust with your team by showing you care and looking out for their best interests. Protect them from unreasonable deadlines or unnecessary off-project work. Immediately recognize their achievements. Give them every available tool and advantage to achieve their goals, but do not protect them from the consequences of their own behavior.

Computers are unyielding in their need for precise instructions, and developers spend most of their day talking with them.

This requires active listening during stand ups and other meetings. Great managers hone their “blocker radar” by noticing patterns in status reports. When a developer’s standup is nearly identical today as it was yesterday, they notice; the developer might not be blocked yet, but they definitely didn’t achieve yesterday what they expected, and might be at risk of being blocked soon.

Things often take a meandering path between the customer and the programming task. When developers don’t understand the Why behind a request, they can struggle with motivation or even misinterpret the request and build the wrong thing. As the liaison between the team and the customer, the manager needs to excel at understanding the customer better than anyone else. If you don’t understand why a requirement exists… find out. Put yourself in the customers shoes to understand the underlying needs behind their requests.
management  leadership  programming  agile  culture  via:popular 
7 hours ago by rauschen
Why People Believe in Their Leaders — or Not
MIT SMR Research

Actions which instill perception of competence and credibility

And indicating behaviors of incompetence and untrustworthiness

1. Not mirror images of each other
2. Depends on which carries most weight
3. Overcomming loss of credibility is difficult, but possible
leadership_skills  leadership_styles  leadership 
yesterday by tom.reeder
Girl Scout cookies are awesome but here's why they suck
Would it be faster to get my kids’ shoes on if I put them on and tied them myself? Yes. Would a cake look better if I frosted it and I didn’t let my three-year-old take control? Sure. Would it be easier if I read books out loud to Zoey and didn’t make her……read……the……words……at……the……pace……of……a……snail……on……downers? Of course. But we let our kids do shit without too much help because it gives them seriously awesome life skills.

at……the…..pace…..of…..a…….snail…..on…….downers!! O……..M…….F’ing……G. If they want to get information out of terrorists the should have a 6-7 year old read chapter books to them. It’ll work better than waterboarding.
leadership  sales  humor  gscookies 
2 days ago by dpb

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