Index
[A][B][C][D][E][F][G][H][I][K][L][M][N][O][P][Q][R][S][T][U][V][W][Y]
A
accessibility, FAQ sheet
Adams, Douglas
appraisals, agile environments and
self-organization and
Argyris, Chris
authority, influence patterns and
B
Babel Fish
team leader as
bad decisions, correcting
bad influences on team
identifying
minimizing
BarCamp Tampa Bay
Becoming a Technical Leader (Weinberg), 2nd
Bellware, Scott
bottleneck, team leader as, 2nd
Bristol, Steven
broken windows theory
buffer time, learning time and
bus factors
avoiding creation of
1-1 code reviews
pairing
pushing team members outside comfort zone
rotation
bottleneck
discouraging team growth
job insecurity and
reducing morale and
removing
pairing and coaching
teaching others
single point of failure
team leaders as
using team FAQ sheet to reduce
C
capping commitments
change, pace of
conflict and
consensus
obstacles and
overview
personality types and
team-based ideas
Check-In Protocol
clearing meetings
defined
goals of
integrity and
keeping on track
overview
purpose of
structure of
closing words
key questions to ask
coach/facilitator, line managers as
coaching
bus factors and
collaborating with team
in elastic leadership context
overview
code reviews
1-1
bus factors and
when transitioning out of survival mode
code writing, team leader
coding standard, value of, 2nd
collaborating with team
command-and-control leadership style, 2nd
collaborating with team
correcting bad decisions
playing to team’s strengths
removing disturbances
with self-organizing team
commitment language
building blocks of
capping commitments
committing to things under your control
encouraging team use of
integrity and
noncommittal
way out
wishful speaking
stating commitment end time
turning impossible commitment into possible one
using in clearing meetings
using when problem challenging
where to use
commitments, slack time and, 2nd
communication, Babel Fish
team leader as
complainers
conflict
channeling into learning mode
during clearing meetings
pace of change and
positive aspects of
confrontation, handling
consensus
during different team phases
pace of change
context switches, minimizing with team FAQ sheet
conversational signs, commitment language
core behavior
Core Protocols
Check-In Protocol
D
daily stand-up meetings, 2nd
delegation, defined
deliberate practice
DeMarco, Tom
developers, keeping happy and motivated
coding standard
dedicated learning time
prioritizing quality over quantity
disturbances, removing
Dynamics of Software Development (McCarthy)
E
elastic leadership.
See leadership.
emergence, leadership and
end time (commitments)
environmental ability influence force
coding standard and
proximity management and
environmental motivation influence force
coding standard and
modeling good behavior and
expectations
F
facilitation leadership style
defined
overview
failure, as learning opportunity
FAQ sheet
accessibility of
adding to
as aid to new team members
exiting team members contributions to
keeping simple
overview
providing visibility into team with
updating
using to minimize context switches
feedback
appraisals versus
influence on team members
need for
future memory technique
G
Gemba
Genchi Genbutsu
Go and See technique
Grenny, Joseph
growing people
finding balance with
homework
as personal commitment
examples
follow-up
not punishing for lack of success
problem challenging
daily stand-up meetings
day-to-day growth opportunities
initial reaction to
one-on-one meetings
time management
value of
guidance, feedback as
H
homework
as personal commitment
examples
follow-up
overview, 2nd
I
influence forces
checklist for
dedicated learning time and
modeling good behavior and
proximity management and
setting coding standard and
influence patterns
decision-making bottleneck and
influence force checklist
reviewing code
troubleshooting problems and
wielding authority
Influencer: The Power to Change Anything (Kerry Patterson et al.)
integrity
clearing meetings and
commitment language and
commitments and, 2nd
growing people and
personal
K
Kelling, George L.
knowledge silos
L
leadership, 2nd
bottleneck
challenging team members
evolving to team leader
failure
perfection versus learning
results
satisfaction
trust
growth through challenge
importance of
leadership styles
coach
command and control, 2nd
crunch time and
facilitator, 2nd
team phases and
learning mode
individuals in
projects in
teams in
management
as learning opportunity
experimenting with team
growth opportunities
prioritizing time and tasks
rising to challenge of
managers as leaders
overview
role of team leader
self-management and
self-organization mode
step-by-step
survival mode
individuals in
projects in
sharing responsibilities
teams in
team phases
learning phase
moving between
self-organizing phase
survival phase
leading through learning
learning mode
channeling conflict into
coaching style in
dedicated learning time
feedback during
Line Manager Manifesto
perfection versus learning
ravines
challenge team into
identifying
learning phase
learning time, scheduling
Line Manager Manifesto
learning mode
managers as leaders
overview
self-organization mode
survival mode
individuals in
projects in
sharing responsibilities
teams in
Lopian, Eli
loyalty, value delivery and
M
management, 2nd
as learning opportunity
experimenting with team
growth opportunities
learning mode
individuals in
projects in
teams in
managers as leaders
overview
prioritizing time and tasks
rising to challenge of
self-organization mode
survival mode
individuals in
projects in
sharing responsibilities
teams in
managers
as leaders
evolving to team leader
failure
perfection versus learning
results
satisfaction
trust
Managing Teams Congruently (Weinberg)
matrix-style organization
Maxfield, David
McCarthy, Jim, 2nd
McCarthy, Michelle, 2nd
McMillan, Ron
meetings
clearing meetings
integrity and
keeping on track
overview
purpose of
structure of
daily stand-up, 2nd
one-on-one
removing yourself from
mentoring, when problem challenging
meta thinking
Miller, Jeremy
Mitchell, Benjamin
mode
defined
determining team’s mode
modeling good behavior
N
negative feedback
networking, positive effects of
nitpickers
noncommittal language
way out
wishful speaking
“not my job” mentality
O
obstacles, pace of change and
one-on-one meetings
P
pace of change
conflict and
consensus
obstacles and
overview
personality types and
team-based ideas
pairing
bus factors and
team leaders’ coding needs and
patterns
influence force checklist
wielding authority
Patterson, Kerry
peaking (learning)
performance reviews
personal ability influence force
personal integrity
personal motivation influence force
personality types, pace of change and
phase, defined
planning red line
plateaus (learning)
positive feedback
problem challenging
daily stand-up meetings
day-to-day growth opportunities
initial reaction to
one-on-one meetings
problem-solving
as a team
team collaboration and
product, team equals product mantra
progress in learning
projects
in learning mode
in self-organization mode
in survival mode
proximity management
optimizing proximity
personal proximity to team
Q
quality
as priority
over quantity
R
ravines (learning mode)
challenge team into
identifying
red line, planning
rejection therapy
reliables
respect, value of
risks, slack time and, 2nd
Roosevelt, Eleanor
rotation of tasks, bus factors and
Rumsfeld, Donald
S
satisfaction of good leadership
self-management
leadership and
overview
teaching
self-organization
coaching style in
command-and-control leader and
defined
feedback during
integrity and
keeping on track
Line Manager Manifesto
self-organization phase
Senge, Peter
set-based concurrent engineering
Shackleton technique
Shaw, George Bernard
sidework.
See homework.
Skype
slack time
creating, 2nd
current commitments and
current risks and
explaining need for to upper management
getting out of survival mode
learning phase
overview
planning red line
removing commitments
risk of failing
role of team leader and
confrontation
importance of flexibility
nitpickers
value of
Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency (DeMarco)
social ability influence force
coding standard and
overview
social leaders
social media, using for team networking
social motivation influence force
coding standard and
Software Craftsmanship movement
Software for Your Head (McCarthy and McCarthy)
software, as team asset
stakeholders, handling multiple stakeholder requests
survival mode
addiction to
as comfort zone
coaching style in
command-and-control leadership
correcting bad decisions
playing to team’s strengths
removing disturbances
feedback during
getting out of
Line Manager Manifesto
individuals in survival mode
projects in survival mode
sharing responsibilities
teams in survival mode
making navigation corrections during
minimizing bad influences on team during
needs when transitioning out of
broken windows theory
code reviews
daily stand-up meetings
learning how to say no
managing large teams
managing wide teams
spending more time with team
taking ownership of team
overview
slack time
current commitments and
current risks and
explaining need for to upper management
planning red line
removing commitments
risk of failing
role of team leader and
value of
survival phase
Switzler, Al
systems viewpoint, code reviews, 2nd
T
Tabaka, Jean
task board
TDD (test-driven development)
teaching
bus factors and
effective code reviews
self-management
team
bus factors discouraging team growth
challenging into ravines
common dysfunctions of
encouraging use of commitment language
finding balance with
growing into self-organizing state
homework
as personal commitment
examples
follow-up
in learning mode
in self-organization mode
in survival mode
managing large teams
managing wide teams
not punishing for lack of success
problem challenging
daily stand-up meetings
day-to-day growth opportunities
initial reaction to
one-on-one meetings
pushing team members outside comfort zone
spending more time with
taking ownership of
team equals product mantra
time management
value of
workload distribution
team collaboration
team FAQ sheet
accessibility of
adding to
as aid to new team members
exiting team members contributions to
keeping simple
overview
providing visibility into team with
updating
using to minimize context switches
Team Leader Manifesto
team leaders
as Babel Fish
as decision-making bottleneck
evolving from manager to
failure
perfection versus learning
results
satisfaction
trust
importance of
management
as learning opportunity
experimenting with team
growth opportunities
prioritizing time and tasks
rising to challenge of
modeling good behavior
responsibilities of
slack time and
handling confrontation
importance of flexibility
nitpickers
step-by-step
writing code
team members
effect of feedback on
exiting team members’ contributions to FAQ sheet
in learning mode
in self-organization mode
in survival mode
using team FAQ sheet to help new members
team phases
leadership styles and
learning phase
moving between
self-organizing phase
survival phase
TeamViewer
time management, growing people and
troubleshooting
trust, building
U
updating team FAQ sheet
upper management, explaining need for slack time to
V
value delivery
visibility into team (transparency), providing with team FAQ sheet
W
Weinberg, Jerry, 2nd, 3rd, 4th, 5th
Wilson, James Q.
wishful speaking
Womack, Jim
work values, job change and
workload distribution
writing code, team leader