I was so excited when I got my first assignment to team
lead. I was a good programmer, I had proven my abilities and
it felt great to be rewarded for it. Finally people were
going to seek my advice and listen to it. The team would
rally around me and function as a well-oiled machine to get
the work done.
But it didn’t happen that way. My first three years as a
team lead were fraught with frustration and disappointment.
Mainly I was disappointed with myself. I was trying so hard
but didn’t seem to be making any headway. Certainly not the
progress I expected from myself.
Because I didn’t have good skills in place, I reverted back
to ineffective behaviors like arguing, trying to prove
myself right and grinding away to gain new hard skills that
would make me more valuable to the company but did nothing
to improve my management acumen.
Then I figured out I was lacking in soft skills. Empathy.
Active listening. And I knew I’d have to develop these first
if I wanted to make a true difference.
In Team Lead 101, I share the most useful tools and
techniques I've developed working in management
positions in startups and large companies alike.
Our employers call on us to lead teams in the hopes that we
will rise to lead, but they don’t always give us guidance
about how to motivate, arbitrate disagreements, build
processes and achieve goals. Being the leader means more
than just being a good programmer in charge of the team. It
means finding solutions to these challenges and more.
This is what you’ll learn from reading Team Lead 101.