Table of Contents
1. Understanding elastic leadership
Chapter 1. Striving toward a Team Leader Manifesto
Don’t be afraid to become management
You can make time for the things you care about
Take the opportunity to learn new, exciting things every day
Chapter 2. Matching leadership styles to team phases
Crunch time and leadership styles
Which leadership style should you choose
Leadership styles and team phases
Survival phase (no time to learn)
Chapter 3. Dealing with bus factors
A bottleneck that slows things to a crawl
Rotation (support, scrum master, build)
Pushing people out of their comfort zone instead of asking the veterans to do it
Chapter 4. Dealing with survival mode
Making slack time—required actions
Remember why you’re doing this
The risk of losing face with upper management
This is what you’re being paid to do
Command-and-control leadership
During transformation you’ll likely need to...
Start spending more time with the team
Learn how to say no by saying yes
Start doing daily stand-up meetings
What if you’re part of a “wide team”—a team that’s distributed?
Chapter 6. Commitment language
What does noncommittal sound like?
What does commitment sound like?
Commit to things under your control
Turn an impossible commitment into a possible one
What if they fail to meet their commitments?
Finishing the commitment conversation
How did I react the first time I was challenged?
When to use problem challenging
Don’t punish for lack of trying or lack of success
Do you have enough learning time to make this mistake?
Chapter 8. Using clearing meetings to advance self-organization
Chapter 10. The Line Manager Manifesto
5. Notes to a software team leader
Chapter 12. Channel conflict into learning
Chapter 13. It’s probably not a technical problem
Chapter 15. Document your air, food, and water
Document basic team information
Enable team members to help themselves
Find a location, and tend the document
Chapter 16. Appraisals and agile don’t play nicely
Chapter 17. Leading through learning: the responsibilities of a team leader
Chapter 18. Introduction to the Core Protocols
Chapter 19. Change your mind: your product is your team
Chapter 20. Leadership and the mature team
Chapter 21. Spread your workload
Chapter 22. Making your team manage their own work
Chapter 23. Go see, ask why, show respect
Chapter 24. Keep developers happy, reap high-quality work
Chapter 25. Stop doing their work
Chapter 26. Write code, but not too much
Chapter 27. Evolving from manager to leader
Chapter 28. Affecting the pace of change
Chapter 29. Proximity management
The first approach: move your behind
A team leader needs to communicate through multiple channels
Chapter 31. You’re the lead, not the know-it-all
Chapter 32. Actions speak louder than words