[Script Info]
Title: 
[Events]
Format: Layer, Start, End, Style, Name, MarginL, MarginR, MarginV, Effect, Text
Dialogue: 0,0:00:16.00,0:00:17.65,Default,,0000,0000,0000,,JESSIE LINK: So hello everyone.
Dialogue: 0,0:00:17.65,0:00:19.69,Default,,0000,0000,0000,,I hope you're having a fantastic RailsConf.
Dialogue: 0,0:00:19.69,0:00:22.31,Default,,0000,0000,0000,,Welcome to day four. My name's Jessie Link
Dialogue: 0,0:00:22.31,0:00:23.35,Default,,0000,0000,0000,,and I'll be talking to you today
Dialogue: 0,0:00:23.35,0:00:25.96,Default,,0000,0000,0000,,about how to be a boss without the B-S.
Dialogue: 0,0:00:25.96,0:00:27.28,Default,,0000,0000,0000,,When you take the B-S out of boss,
Dialogue: 0,0:00:27.28,0:00:28.96,Default,,0000,0000,0000,,you're left with the OS, which I like to think
Dialogue: 0,0:00:28.96,0:00:31.15,Default,,0000,0000,0000,,to think stands for outstanding sauce,
Dialogue: 0,0:00:31.15,0:00:32.68,Default,,0000,0000,0000,,which this dog is clearly fully of,
Dialogue: 0,0:00:32.68,0:00:35.44,Default,,0000,0000,0000,,and hopefully you will be full of as well.
Dialogue: 0,0:00:35.44,0:00:36.41,Default,,0000,0000,0000,,So let's get right into it. What are the
Dialogue: 0,0:00:36.41,0:00:37.36,Default,,0000,0000,0000,,things we're gonna cover today?
Dialogue: 0,0:00:37.36,0:00:38.47,Default,,0000,0000,0000,,We're basically gonna go
Dialogue: 0,0:00:38.47,0:00:40.45,Default,,0000,0000,0000,,over the five W's.
Dialogue: 0,0:00:40.45,0:00:41.92,Default,,0000,0000,0000,,Why you should consider management,
Dialogue: 0,0:00:41.92,0:00:46.11,Default,,0000,0000,0000,,moving into that track. Who makes a good boss.
Dialogue: 0,0:00:46.11,0:00:48.19,Default,,0000,0000,0000,,The skills you need to cultivate to be an
Dialogue: 0,0:00:48.19,0:00:51.94,Default,,0000,0000,0000,,effective manager and boss and leader of men.\NWhen
Dialogue: 0,0:00:51.94,0:00:53.59,Default,,0000,0000,0000,,and how to make that jump into the management
Dialogue: 0,0:00:53.59,0:00:56.29,Default,,0000,0000,0000,,track. And then finally, where you can find\Nsome
Dialogue: 0,0:00:56.29,0:00:57.57,Default,,0000,0000,0000,,resources.
Dialogue: 0,0:00:57.57,0:00:58.50,Default,,0000,0000,0000,,And when I do a talk like this I
Dialogue: 0,0:00:58.50,0:01:00.39,Default,,0000,0000,0000,,also like to cover the things that this talk
Dialogue: 0,0:01:00.39,0:01:02.89,Default,,0000,0000,0000,,is explicitly not about. The abstract only\Ngave us
Dialogue: 0,0:01:02.89,0:01:04.49,Default,,0000,0000,0000,,a very short amount of characters, so I want
Dialogue: 0,0:01:04.49,0:01:05.71,Default,,0000,0000,0000,,to make sure that this is the talk you
Dialogue: 0,0:01:05.71,0:01:07.95,Default,,0000,0000,0000,,actually want to be in. This is explicitly\Nnot
Dialogue: 0,0:01:07.95,0:01:10.06,Default,,0000,0000,0000,,about how to found a startup or how to
Dialogue: 0,0:01:10.06,0:01:12.05,Default,,0000,0000,0000,,get VC financing. There are other folks here\Nwho
Dialogue: 0,0:01:12.05,0:01:13.94,Default,,0000,0000,0000,,can help you with that. I'm sure they'll be
Dialogue: 0,0:01:13.94,0:01:15.16,Default,,0000,0000,0000,,happy to talk with you. I won't really be
Dialogue: 0,0:01:15.16,0:01:16.81,Default,,0000,0000,0000,,covering that topic.
Dialogue: 0,0:01:16.81,0:01:18.46,Default,,0000,0000,0000,,This is also not how to make your employees
Dialogue: 0,0:01:18.46,0:01:22.10,Default,,0000,0000,0000,,obey you. We will only be covering light-side\NJedi
Dialogue: 0,0:01:22.10,0:01:25.25,Default,,0000,0000,0000,,mind tricks. There are no shortcuts or tricks\Nthat
Dialogue: 0,0:01:25.25,0:01:26.67,Default,,0000,0000,0000,,are gonna, I can tell you to make your
Dialogue: 0,0:01:26.67,0:01:28.89,Default,,0000,0000,0000,,employees obey you. You can only work on the
Dialogue: 0,0:01:28.89,0:01:30.74,Default,,0000,0000,0000,,skills that we talk about today and try to
Dialogue: 0,0:01:30.74,0:01:33.03,Default,,0000,0000,0000,,cultivate your leadership skills that way.
Dialogue: 0,0:01:33.03,0:01:35.62,Default,,0000,0000,0000,,So, first, a little bit about me. Why am
Dialogue: 0,0:01:35.62,0:01:37.14,Default,,0000,0000,0000,,I qualified to talk to you about being a
Dialogue: 0,0:01:37.14,0:01:40.17,Default,,0000,0000,0000,,boss? My company made me get a head shot
Dialogue: 0,0:01:40.17,0:01:42.40,Default,,0000,0000,0000,,for our corporate website. This is the head\Nshot
Dialogue: 0,0:01:42.40,0:01:44.50,Default,,0000,0000,0000,,here. My mother loves this picture because\Nshe thinks
Dialogue: 0,0:01:44.50,0:01:46.85,Default,,0000,0000,0000,,I look like a fancy professional lady. I like
Dialogue: 0,0:01:46.85,0:01:48.38,Default,,0000,0000,0000,,this head shot because she doesn't know I'm\Nwearing
Dialogue: 0,0:01:48.38,0:01:53.41,Default,,0000,0000,0000,,shorts and flip-flops. So take that mom.
Dialogue: 0,0:01:53.41,0:01:56.84,Default,,0000,0000,0000,,So, all business up top. Party on the bottom.
Dialogue: 0,0:01:56.84,0:02:00.14,Default,,0000,0000,0000,,Don't worry. So, I've actually served in a\Nvariety
Dialogue: 0,0:02:00.14,0:02:02.37,Default,,0000,0000,0000,,of leadership roles. I actually served in\Nthe U.S.
Dialogue: 0,0:02:02.37,0:02:04.19,Default,,0000,0000,0000,,Air force for six years. I was a captain,
Dialogue: 0,0:02:04.19,0:02:05.51,Default,,0000,0000,0000,,which is an O-3 for those of you who
Dialogue: 0,0:02:05.51,0:02:08.31,Default,,0000,0000,0000,,know that rank. When I came out, I transitioned
Dialogue: 0,0:02:08.31,0:02:10.66,Default,,0000,0000,0000,,into civilian software development world and\Nhave been doing
Dialogue: 0,0:02:10.66,0:02:12.37,Default,,0000,0000,0000,,that since about the year 2000. I also have
Dialogue: 0,0:02:12.37,0:02:14.97,Default,,0000,0000,0000,,a computer science background. And I've been\Nin civilian
Dialogue: 0,0:02:14.97,0:02:16.58,Default,,0000,0000,0000,,leadership since about 2010.
Dialogue: 0,0:02:16.58,0:02:19.19,Default,,0000,0000,0000,,Over the course of that time, I've studied\Nleadership
Dialogue: 0,0:02:19.19,0:02:21.95,Default,,0000,0000,0000,,principles for over eighteen years now. The\Nmilitary is
Dialogue: 0,0:02:21.95,0:02:23.61,Default,,0000,0000,0000,,very big on training you on that sort of
Dialogue: 0,0:02:23.61,0:02:26.42,Default,,0000,0000,0000,,stuff, so I've tried to keep up that practice.
Dialogue: 0,0:02:26.42,0:02:28.47,Default,,0000,0000,0000,,I'm currently the director of engineering\Nat a company
Dialogue: 0,0:02:28.47,0:02:31.20,Default,,0000,0000,0000,,called Looking Glass Ciber Solutions. We're\Na ciber security
Dialogue: 0,0:02:31.20,0:02:33.59,Default,,0000,0000,0000,,company based out of Baltimore. Look us up.\NWe're
Dialogue: 0,0:02:33.59,0:02:34.31,Default,,0000,0000,0000,,pretty great.
Dialogue: 0,0:02:34.31,0:02:35.64,Default,,0000,0000,0000,,And I have some letters after my name there.
Dialogue: 0,0:02:35.64,0:02:37.80,Default,,0000,0000,0000,,So I'm a certified SCRUM master and I also
Dialogue: 0,0:02:37.80,0:02:41.33,Default,,0000,0000,0000,,have a project management professional certification.\NWhich sounds more
Dialogue: 0,0:02:41.33,0:02:44.89,Default,,0000,0000,0000,,impressive than it really is.
Dialogue: 0,0:02:44.89,0:02:47.89,Default,,0000,0000,0000,,So, why make the leap? Why be a boss?
Dialogue: 0,0:02:47.89,0:02:51.43,Default,,0000,0000,0000,,Don't worry, it's not all TPS reports. I think
Dialogue: 0,0:02:51.43,0:02:53.34,Default,,0000,0000,0000,,a lot of people have a misconception about\Nwhat
Dialogue: 0,0:02:53.34,0:02:55.36,Default,,0000,0000,0000,,it means to move into a formal management\Nrole.
Dialogue: 0,0:02:55.36,0:02:58.26,Default,,0000,0000,0000,,They think it's all paperwork. It's all drudgery.\NIt's
Dialogue: 0,0:02:58.26,0:03:01.01,Default,,0000,0000,0000,,about being the enemy. It's about, you know,\Nbeing,
Dialogue: 0,0:03:01.01,0:03:02.99,Default,,0000,0000,0000,,can you come in on Saturday?
Dialogue: 0,0:03:02.99,0:03:06.51,Default,,0000,0000,0000,,But management is about more than that. So\Nlet's
Dialogue: 0,0:03:06.51,0:03:08.15,Default,,0000,0000,0000,,talk about why you might want to make that
Dialogue: 0,0:03:08.15,0:03:12.12,Default,,0000,0000,0000,,leap. Because, make no mistake, this is not\Na
Dialogue: 0,0:03:12.12,0:03:15.03,Default,,0000,0000,0000,,job change. This is a career change. So let's
Dialogue: 0,0:03:15.03,0:03:18.81,Default,,0000,0000,0000,,say you're a founder. You started a business.\NFantastic.
Dialogue: 0,0:03:18.81,0:03:20.67,Default,,0000,0000,0000,,So we know you can start a business. It's
Dialogue: 0,0:03:20.67,0:03:23.34,Default,,0000,0000,0000,,in the title. But can you grow your business?
Dialogue: 0,0:03:23.34,0:03:26.49,Default,,0000,0000,0000,,Can you finish? Can you exit startup mode.
Dialogue: 0,0:03:26.49,0:03:27.91,Default,,0000,0000,0000,,To start, all you need is a great idea
Dialogue: 0,0:03:27.91,0:03:30.95,Default,,0000,0000,0000,,and some coding ability. To sustain a business,\Nyou
Dialogue: 0,0:03:30.95,0:03:32.91,Default,,0000,0000,0000,,need to have management skills. You need to\Nknow
Dialogue: 0,0:03:32.91,0:03:35.34,Default,,0000,0000,0000,,how to sustain your business and lead your\Npeople
Dialogue: 0,0:03:35.34,0:03:37.50,Default,,0000,0000,0000,,and take your company to the next level of
Dialogue: 0,0:03:37.50,0:03:42.67,Default,,0000,0000,0000,,great success. Even if you haven't started\Na startup,
Dialogue: 0,0:03:42.67,0:03:43.83,Default,,0000,0000,0000,,you may decide you've hit your ceiling in\Nthe
Dialogue: 0,0:03:43.83,0:03:45.87,Default,,0000,0000,0000,,technical track. You may not be interested\Nin moving
Dialogue: 0,0:03:45.87,0:03:48.74,Default,,0000,0000,0000,,into a Chief Architect role. You may be bored,
Dialogue: 0,0:03:48.74,0:03:51.12,Default,,0000,0000,0000,,frankly. Maybe the challenges you're taking\Non aren't that
Dialogue: 0,0:03:51.12,0:03:55.09,Default,,0000,0000,0000,,exciting anymore. That's OK, because moving\Ninto the management
Dialogue: 0,0:03:55.09,0:03:58.26,Default,,0000,0000,0000,,track means taking on new and exciting challenges.
Dialogue: 0,0:03:58.26,0:04:00.84,Default,,0000,0000,0000,,Being a boss is very, very, very challenging.\NNow,
Dialogue: 0,0:04:00.84,0:04:02.78,Default,,0000,0000,0000,,I know what you might be thinking. How hard
Dialogue: 0,0:04:02.78,0:04:05.22,Default,,0000,0000,0000,,can this possibly be? My boss is an idiot.
Dialogue: 0,0:04:05.22,0:04:07.68,Default,,0000,0000,0000,,He doesn't know what he's talking about. I\Ndon't
Dialogue: 0,0:04:07.68,0:04:09.60,Default,,0000,0000,0000,,know what she does all day. So let me
Dialogue: 0,0:04:09.60,0:04:10.87,Default,,0000,0000,0000,,amend my statement.
Dialogue: 0,0:04:10.87,0:04:13.23,Default,,0000,0000,0000,,Being a bad boss is very, very easy. Being
Dialogue: 0,0:04:13.23,0:04:18.75,Default,,0000,0000,0000,,a good boss is very hard. Most importantly,\Nwhen
Dialogue: 0,0:04:18.75,0:04:20.40,Default,,0000,0000,0000,,you move into the management track, you get\Nto
Dialogue: 0,0:04:20.40,0:04:23.07,Default,,0000,0000,0000,,be in the driver's seat. Now, again, if you're
Dialogue: 0,0:04:23.07,0:04:26.39,Default,,0000,0000,0000,,that founder, that's your baby. You have a\Nvision
Dialogue: 0,0:04:26.39,0:04:28.46,Default,,0000,0000,0000,,you want to drive towards with that company.\NIf
Dialogue: 0,0:04:28.46,0:04:30.24,Default,,0000,0000,0000,,you don't want to take on management responsibility,\Nthat's
Dialogue: 0,0:04:30.24,0:04:32.47,Default,,0000,0000,0000,,OK. But what that means is you're seeding\Ncontrol
Dialogue: 0,0:04:32.47,0:04:33.84,Default,,0000,0000,0000,,to someone else who is gonna come in and
Dialogue: 0,0:04:33.84,0:04:35.45,Default,,0000,0000,0000,,run your business for you. And you might not
Dialogue: 0,0:04:35.45,0:04:37.33,Default,,0000,0000,0000,,like the direction they take you in.
Dialogue: 0,0:04:37.33,0:04:38.80,Default,,0000,0000,0000,,So if you want to make and maintain control
Dialogue: 0,0:04:38.80,0:04:41.00,Default,,0000,0000,0000,,over that thing that you started, take it\Nto
Dialogue: 0,0:04:41.00,0:04:43.12,Default,,0000,0000,0000,,the finish line, you need to cultivate those\Nmanagement
Dialogue: 0,0:04:43.12,0:04:45.15,Default,,0000,0000,0000,,skills. Same thing if you're a senior developer.\NYou
Dialogue: 0,0:04:45.15,0:04:47.03,Default,,0000,0000,0000,,may find yourself saying, you know, I don't\Nreally
Dialogue: 0,0:04:47.03,0:04:48.53,Default,,0000,0000,0000,,care for the decisions they're making. I think\NI
Dialogue: 0,0:04:48.53,0:04:52.08,Default,,0000,0000,0000,,can do better. Then go do better. Prove it.
Dialogue: 0,0:04:52.08,0:04:55.49,Default,,0000,0000,0000,,To me, the fifth bullet is the most important
Dialogue: 0,0:04:55.49,0:04:58.15,Default,,0000,0000,0000,,one. It's why I moved into the management\Ntrack
Dialogue: 0,0:04:58.15,0:04:59.15,Default,,0000,0000,0000,,and it's why I stay in it and it's
Dialogue: 0,0:04:59.15,0:05:01.30,Default,,0000,0000,0000,,why I feel fulfilled every day when I come
Dialogue: 0,0:05:01.30,0:05:04.33,Default,,0000,0000,0000,,to work. When you move into a formal management
Dialogue: 0,0:05:04.33,0:05:05.88,Default,,0000,0000,0000,,role, you get to have an impact on the
Dialogue: 0,0:05:05.88,0:05:07.83,Default,,0000,0000,0000,,career of your employees. You really get to\Nhelp
Dialogue: 0,0:05:07.83,0:05:09.90,Default,,0000,0000,0000,,mold and make them into the people they're\Ngonna
Dialogue: 0,0:05:09.90,0:05:11.88,Default,,0000,0000,0000,,be tomorrow. And that is tremendously rewarding.\NThere is
Dialogue: 0,0:05:11.88,0:05:15.19,Default,,0000,0000,0000,,nothing better than seeing a junior developer\Nblossom into
Dialogue: 0,0:05:15.19,0:05:18.52,Default,,0000,0000,0000,,the big, beautiful senior engineer butterflies\Nthey were always
Dialogue: 0,0:05:18.52,0:05:20.39,Default,,0000,0000,0000,,meant to be. And you're a big part about
Dialogue: 0,0:05:20.39,0:05:22.28,Default,,0000,0000,0000,,taking them on that journey.
Dialogue: 0,0:05:22.28,0:05:25.09,Default,,0000,0000,0000,,Finally, you get to see the business from\Na
Dialogue: 0,0:05:25.09,0:05:27.15,Default,,0000,0000,0000,,new perspective. Again, part of your boredom\Nmight be
Dialogue: 0,0:05:27.15,0:05:30.05,Default,,0000,0000,0000,,only sort of staying in this very narrow engineering
Dialogue: 0,0:05:30.05,0:05:31.83,Default,,0000,0000,0000,,track. As you move into a management role,\Nyou
Dialogue: 0,0:05:31.83,0:05:33.39,Default,,0000,0000,0000,,get a chance to touch other parts of the
Dialogue: 0,0:05:33.39,0:05:35.79,Default,,0000,0000,0000,,business. You get to see how marketing works,\Nhow
Dialogue: 0,0:05:35.79,0:05:38.31,Default,,0000,0000,0000,,sales work, financing. How you deal with customers.\NWhat
Dialogue: 0,0:05:38.31,0:05:40.27,Default,,0000,0000,0000,,happens at the C-Suite level. So you get to
Dialogue: 0,0:05:40.27,0:05:41.90,Default,,0000,0000,0000,,see how the sausage is made from a new
Dialogue: 0,0:05:41.90,0:05:47.22,Default,,0000,0000,0000,,perspective. And that can be tremendously\Nrewarding as well.
Dialogue: 0,0:05:47.22,0:05:48.82,Default,,0000,0000,0000,,So as a boss, you take on a bunch
Dialogue: 0,0:05:48.82,0:05:51.67,Default,,0000,0000,0000,,of new responsibilities other than just writing\Ncode and
Dialogue: 0,0:05:51.67,0:05:55.68,Default,,0000,0000,0000,,developing systems. You're responsible for\Npeople, schedule, budget, and
Dialogue: 0,0:05:55.68,0:06:00.39,Default,,0000,0000,0000,,scope. So who makes a good boss? What are
Dialogue: 0,0:06:00.39,0:06:03.45,Default,,0000,0000,0000,,the characteristics of a person who can move\Ninto
Dialogue: 0,0:06:03.45,0:06:05.55,Default,,0000,0000,0000,,this track and have success?
Dialogue: 0,0:06:05.55,0:06:09.78,Default,,0000,0000,0000,,Number one, you should like people. You're\Ngonna have
Dialogue: 0,0:06:09.78,0:06:11.17,Default,,0000,0000,0000,,to deal with people in your job. Now this
Dialogue: 0,0:06:11.17,0:06:12.97,Default,,0000,0000,0000,,does not mean you need to be an extrovert.
Dialogue: 0,0:06:12.97,0:06:15.38,Default,,0000,0000,0000,,You can be an introvert and succeed at being
Dialogue: 0,0:06:15.38,0:06:18.06,Default,,0000,0000,0000,,a boss. It just means you can't be anti-social.
Dialogue: 0,0:06:18.06,0:06:21.86,Default,,0000,0000,0000,,If you hate people, that's OK. Keep doing\Nyour
Dialogue: 0,0:06:21.86,0:06:24.32,Default,,0000,0000,0000,,thing. Maybe management isn't for you. You\Nshould really
Dialogue: 0,0:06:24.32,0:06:26.32,Default,,0000,0000,0000,,care about the people you're gonna lead. You\Nshould
Dialogue: 0,0:06:26.32,0:06:28.17,Default,,0000,0000,0000,,care about the people you're gonna interact\Nwith. You
Dialogue: 0,0:06:28.17,0:06:30.02,Default,,0000,0000,0000,,have to care about your customers. So that's\Nsort
Dialogue: 0,0:06:30.02,0:06:32.93,Default,,0000,0000,0000,,of a key component.
Dialogue: 0,0:06:32.93,0:06:35.01,Default,,0000,0000,0000,,You can't fear conflict. There are people\Nout there
Dialogue: 0,0:06:35.01,0:06:37.24,Default,,0000,0000,0000,,who are conflict averse. That's OK. The management\Ntrack
Dialogue: 0,0:06:37.24,0:06:39.28,Default,,0000,0000,0000,,probably isn't for you. If you are not willing
Dialogue: 0,0:06:39.28,0:06:41.60,Default,,0000,0000,0000,,to confront conflict head on, it will overwhelm\Nyou
Dialogue: 0,0:06:41.60,0:06:43.96,Default,,0000,0000,0000,,and your team. So you have to be ready
Dialogue: 0,0:06:43.96,0:06:49.23,Default,,0000,0000,0000,,to get a little spicy sometimes. Get a little
Dialogue: 0,0:06:49.23,0:06:50.04,Default,,0000,0000,0000,,scrappy.
Dialogue: 0,0:06:50.04,0:06:53.11,Default,,0000,0000,0000,,Adaptability is probably one of the most important\Ntraits.
Dialogue: 0,0:06:53.11,0:06:54.93,Default,,0000,0000,0000,,I don't think I've ever had a project go
Dialogue: 0,0:06:54.93,0:06:57.32,Default,,0000,0000,0000,,smoothly an according to plan. I think many\Nof
Dialogue: 0,0:06:57.32,0:06:58.72,Default,,0000,0000,0000,,you have probably never worked on a project\Nthat's
Dialogue: 0,0:06:58.72,0:07:00.90,Default,,0000,0000,0000,,gone a hundred percent perfect and according\Nto plan.
Dialogue: 0,0:07:00.90,0:07:02.33,Default,,0000,0000,0000,,And if you can't be adaptable when the things
Dialogue: 0,0:07:02.33,0:07:04.10,Default,,0000,0000,0000,,go wrong, you're really gonna struggle and\Nyou're really
Dialogue: 0,0:07:04.10,0:07:07.41,Default,,0000,0000,0000,,gonna drag your team down.
Dialogue: 0,0:07:07.41,0:07:10.41,Default,,0000,0000,0000,,You have to be confident. Confidence is contagious.\NSo
Dialogue: 0,0:07:10.41,0:07:12.65,Default,,0000,0000,0000,,is lack of confidence. If you don't believe\Nin
Dialogue: 0,0:07:12.65,0:07:13.82,Default,,0000,0000,0000,,what you're doing, if you don't believe in\Nthe
Dialogue: 0,0:07:13.82,0:07:15.37,Default,,0000,0000,0000,,game plan you have, your people are gonna\Nsense
Dialogue: 0,0:07:15.37,0:07:17.20,Default,,0000,0000,0000,,that and they're not gonna believe in what\Nthey're
Dialogue: 0,0:07:17.20,0:07:21.32,Default,,0000,0000,0000,,doing. You also have to have the confidence\Nto,
Dialogue: 0,0:07:21.32,0:07:24.05,Default,,0000,0000,0000,,once you set that game plan, move forward\Nwith
Dialogue: 0,0:07:24.05,0:07:25.40,Default,,0000,0000,0000,,it.
Dialogue: 0,0:07:25.40,0:07:27.21,Default,,0000,0000,0000,,Having said that, you have to be humble. There
Dialogue: 0,0:07:27.21,0:07:29.63,Default,,0000,0000,0000,,is nothing worse than a boss who knows it
Dialogue: 0,0:07:29.63,0:07:31.02,Default,,0000,0000,0000,,all. Maybe some of you have worked for that
Dialogue: 0,0:07:31.02,0:07:33.98,Default,,0000,0000,0000,,kind of person. You can't tell them anything.\NTheir
Dialogue: 0,0:07:33.98,0:07:37.50,Default,,0000,0000,0000,,opinion's always right. There's nothing you\Ncan, there's nothing
Dialogue: 0,0:07:37.50,0:07:39.56,Default,,0000,0000,0000,,you can teach them. They're the boss. They're,\Nthey're
Dialogue: 0,0:07:39.56,0:07:41.68,Default,,0000,0000,0000,,so much better than you. You have to have
Dialogue: 0,0:07:41.68,0:07:43.92,Default,,0000,0000,0000,,a sense of humility. You have to understand\Nthat
Dialogue: 0,0:07:43.92,0:07:45.76,Default,,0000,0000,0000,,you're not a perfect person and that you may
Dialogue: 0,0:07:45.76,0:07:48.26,Default,,0000,0000,0000,,make mistakes. And you have to have the humility
Dialogue: 0,0:07:48.26,0:07:49.68,Default,,0000,0000,0000,,to listen to your team and let them tell
Dialogue: 0,0:07:49.68,0:07:53.63,Default,,0000,0000,0000,,you when you're wrong.
Dialogue: 0,0:07:53.63,0:07:56.11,Default,,0000,0000,0000,,You have to be empathetic. If you can't understand
Dialogue: 0,0:07:56.11,0:07:58.63,Default,,0000,0000,0000,,people, you can't lead them. If you cannot\Ntruly
Dialogue: 0,0:07:58.63,0:08:01.04,Default,,0000,0000,0000,,get where people are coming from, there's\Nno way
Dialogue: 0,0:08:01.04,0:08:02.69,Default,,0000,0000,0000,,you're going to be able to communicate effectively\Nor
Dialogue: 0,0:08:02.69,0:08:06.56,Default,,0000,0000,0000,,lead them. Leadership is about understanding\Npeoples' motivations. Their
Dialogue: 0,0:08:06.56,0:08:09.83,Default,,0000,0000,0000,,desires, their drives. And then letting them\Nmove forward
Dialogue: 0,0:08:09.83,0:08:12.100,Default,,0000,0000,0000,,and embrace those things in a productive way.
Dialogue: 0,0:08:12.100,0:08:16.15,Default,,0000,0000,0000,,Lastly, you have to have integrity. As you\Nmove
Dialogue: 0,0:08:16.15,0:08:17.80,Default,,0000,0000,0000,,into the manager track, you're going to be\Nimbued
Dialogue: 0,0:08:17.80,0:08:21.07,Default,,0000,0000,0000,,with certain powers. Certain responsibilities.\NWith great power comes
Dialogue: 0,0:08:21.07,0:08:23.85,Default,,0000,0000,0000,,great responsibility. You have to be trustworthy\Nto do
Dialogue: 0,0:08:23.85,0:08:25.62,Default,,0000,0000,0000,,that right thing. You're going to be trusted\Nwith
Dialogue: 0,0:08:25.62,0:08:29.99,Default,,0000,0000,0000,,budget. With firing decisions. Hiring decisions.\NPromotion decisions. If
Dialogue: 0,0:08:29.99,0:08:32.02,Default,,0000,0000,0000,,you are not an honest person, your team's\Nreally
Dialogue: 0,0:08:32.02,0:08:38.56,Default,,0000,0000,0000,,gonna suffer and your business may suffer.
Dialogue: 0,0:08:38.56,0:08:40.55,Default,,0000,0000,0000,,So up til now, you've been cultivating your\Ntechnical
Dialogue: 0,0:08:40.55,0:08:43.24,Default,,0000,0000,0000,,skills. You're at RailsConf, probably, to\Ncontinue to grow
Dialogue: 0,0:08:43.24,0:08:46.12,Default,,0000,0000,0000,,those technical skills. And that's fantastic.\NBut, again, this
Dialogue: 0,0:08:46.12,0:08:49.12,Default,,0000,0000,0000,,is a career change. A career change requires\Na
Dialogue: 0,0:08:49.12,0:08:50.66,Default,,0000,0000,0000,,whole new different set of skills that you\Nneed
Dialogue: 0,0:08:50.66,0:08:55.78,Default,,0000,0000,0000,,to start cultivating alongside those technical\Nskills.
Dialogue: 0,0:08:55.78,0:08:59.22,Default,,0000,0000,0000,,First and foremost is the communication skill.\NSo communication
Dialogue: 0,0:08:59.22,0:09:01.69,Default,,0000,0000,0000,,encompasses a lot of different things. It's\Nverbal. It's
Dialogue: 0,0:09:01.69,0:09:04.22,Default,,0000,0000,0000,,being able to speak to people. It's also non-verbal.
Dialogue: 0,0:09:04.22,0:09:05.77,Default,,0000,0000,0000,,Seventy percent of the communication we have\Nwith each
Dialogue: 0,0:09:05.77,0:09:09.52,Default,,0000,0000,0000,,other is actually non-verbal. So understanding\Nhow non-verbal works,
Dialogue: 0,0:09:09.52,0:09:11.47,Default,,0000,0000,0000,,and how you leverage that when you're dealing\Nwith
Dialogue: 0,0:09:11.47,0:09:13.72,Default,,0000,0000,0000,,someone who's remote, dealing with someone\Non a web
Dialogue: 0,0:09:13.72,0:09:16.09,Default,,0000,0000,0000,,cam, not in person. Understanding how that\Nworks is
Dialogue: 0,0:09:16.09,0:09:19.35,Default,,0000,0000,0000,,very important. Understanding how to write.\NHow to articulate
Dialogue: 0,0:09:19.35,0:09:21.85,Default,,0000,0000,0000,,your thoughts on the written paper and in\Nemail.
Dialogue: 0,0:09:21.85,0:09:23.75,Default,,0000,0000,0000,,We're in the industry right now where a lot
Dialogue: 0,0:09:23.75,0:09:30.75,Default,,0000,0000,0000,,of communication happens asynchronously. Pull\Nrequests. Formal emails. Memos.
Dialogue: 0,0:09:30.89,0:09:33.08,Default,,0000,0000,0000,,This is the most important ability you must\Nhave.
Dialogue: 0,0:09:33.08,0:09:34.79,Default,,0000,0000,0000,,You cannot execute the other skills if you\Ndo
Dialogue: 0,0:09:34.79,0:09:36.64,Default,,0000,0000,0000,,not have this one. You will see the theme
Dialogue: 0,0:09:36.64,0:09:43.64,Default,,0000,0000,0000,,of communication echo throughout my following\Nslides. Communication knows,
Dialogue: 0,0:09:44.47,0:09:46.46,Default,,0000,0000,0000,,it means, knowing how to tune your message\Nto
Dialogue: 0,0:09:46.46,0:09:48.70,Default,,0000,0000,0000,,your audience. It's not just what you say,\Nit's
Dialogue: 0,0:09:48.70,0:09:52.03,Default,,0000,0000,0000,,how you say it. Understand how to tune your
Dialogue: 0,0:09:52.03,0:09:54.40,Default,,0000,0000,0000,,message when you're communicating downwards.\NWhen you're talking to
Dialogue: 0,0:09:54.40,0:09:56.77,Default,,0000,0000,0000,,your employees. How do you communicate laterally\Nwhen you're
Dialogue: 0,0:09:56.77,0:09:59.18,Default,,0000,0000,0000,,dealing with peers of the company? Other managers?\NHow
Dialogue: 0,0:09:59.18,0:10:04.01,Default,,0000,0000,0000,,do you communicate upward with the C-Suite\Nexecutives? Do
Dialogue: 0,0:10:04.01,0:10:05.51,Default,,0000,0000,0000,,you know how to manage upwards? How do you
Dialogue: 0,0:10:05.51,0:10:07.57,Default,,0000,0000,0000,,communicate with customers? How do you deal\Nwith the
Dialogue: 0,0:10:07.57,0:10:09.46,Default,,0000,0000,0000,,other business units? These are all things\Nyou really
Dialogue: 0,0:10:09.46,0:10:10.64,Default,,0000,0000,0000,,need to understand.
Dialogue: 0,0:10:10.64,0:10:13.96,Default,,0000,0000,0000,,You I think as, as people who attend something
Dialogue: 0,0:10:13.96,0:10:16.32,Default,,0000,0000,0000,,like RailsConf, we pride ourselves on being\Npolyglots. We
Dialogue: 0,0:10:16.32,0:10:18.89,Default,,0000,0000,0000,,speak many languages. We're not just Ruby\Ndevelopers. We
Dialogue: 0,0:10:18.89,0:10:22.25,Default,,0000,0000,0000,,speak JavaScript. We do different frameworks\Nlike Ember. We
Dialogue: 0,0:10:22.25,0:10:24.85,Default,,0000,0000,0000,,do CSS, html, Java, the list goes on and
Dialogue: 0,0:10:24.85,0:10:28.02,Default,,0000,0000,0000,,on and on. The same principle actually applies\Nwhen
Dialogue: 0,0:10:28.02,0:10:30.15,Default,,0000,0000,0000,,you begin communicating at the management\Nlevel.
Dialogue: 0,0:10:30.15,0:10:32.64,Default,,0000,0000,0000,,When we're talking about communication, as\Nyou move into
Dialogue: 0,0:10:32.64,0:10:36.04,Default,,0000,0000,0000,,the management track, I'm talking about domain\Nspecific languages.
Dialogue: 0,0:10:36.04,0:10:39.93,Default,,0000,0000,0000,,So, the terms that a salesman uses may be
Dialogue: 0,0:10:39.93,0:10:42.52,Default,,0000,0000,0000,,very different than the term an engineer uses.\NSame
Dialogue: 0,0:10:42.52,0:10:46.40,Default,,0000,0000,0000,,thing with marketing. Same thing with your\Ncustomers. Understanding
Dialogue: 0,0:10:46.40,0:10:49.40,Default,,0000,0000,0000,,how to communicate with those different domain\Nspecific languages,
Dialogue: 0,0:10:49.40,0:10:51.64,Default,,0000,0000,0000,,how to mold your message so that it speaks
Dialogue: 0,0:10:51.64,0:10:53.45,Default,,0000,0000,0000,,to that person that you're talking to and\Nit
Dialogue: 0,0:10:53.45,0:10:55.60,Default,,0000,0000,0000,,really resonates with them, is a really important\Nskill
Dialogue: 0,0:10:55.60,0:10:56.94,Default,,0000,0000,0000,,to cultivate.
Dialogue: 0,0:10:56.94,0:10:59.29,Default,,0000,0000,0000,,Now, communication is way too broad for me\Nto
Dialogue: 0,0:10:59.29,0:11:02.50,Default,,0000,0000,0000,,cover in just one slide. I could probably\Ngive
Dialogue: 0,0:11:02.50,0:11:05.09,Default,,0000,0000,0000,,a talk just about this slide. So, I won't
Dialogue: 0,0:11:05.09,0:11:07.06,Default,,0000,0000,0000,,be able to cover the whole, the whole span
Dialogue: 0,0:11:07.06,0:11:08.89,Default,,0000,0000,0000,,of what it really means to communicate. I\Nwill
Dialogue: 0,0:11:08.89,0:11:10.53,Default,,0000,0000,0000,,start with a couple of key skills, though,\Nthat
Dialogue: 0,0:11:10.53,0:11:13.38,Default,,0000,0000,0000,,I think are the foundation to moving along\Nas
Dialogue: 0,0:11:13.38,0:11:16.38,Default,,0000,0000,0000,,you improve your communication. And that's\Nthe principle right
Dialogue: 0,0:11:16.38,0:11:19.35,Default,,0000,0000,0000,,here, which is communication is a two-way\Nstreet.
Dialogue: 0,0:11:19.35,0:11:21.12,Default,,0000,0000,0000,,So when you start learning how to communicate\Nand
Dialogue: 0,0:11:21.12,0:11:23.42,Default,,0000,0000,0000,,you start analyzing your own communication\Nstyle, you should
Dialogue: 0,0:11:23.42,0:11:25.45,Default,,0000,0000,0000,,really be thinking, am I an active listener?\NHave
Dialogue: 0,0:11:25.45,0:11:28.38,Default,,0000,0000,0000,,you ever had a conversation with someone,\Nand you
Dialogue: 0,0:11:28.38,0:11:32.06,Default,,0000,0000,0000,,can tell they're not listening to what you're\Nsaying?
Dialogue: 0,0:11:32.06,0:11:33.86,Default,,0000,0000,0000,,They're listening because they're waiting\Nfor the break in
Dialogue: 0,0:11:33.86,0:11:37.82,Default,,0000,0000,0000,,the conversation when it's their turn to talk.
Dialogue: 0,0:11:37.82,0:11:39.20,Default,,0000,0000,0000,,Don't be that person. That person is not an
Dialogue: 0,0:11:39.20,0:11:40.92,Default,,0000,0000,0000,,active listener. They don't really care what\Nyou're saying.
Dialogue: 0,0:11:40.92,0:11:43.30,Default,,0000,0000,0000,,They just want their turn to put their opinion
Dialogue: 0,0:11:43.30,0:11:45.08,Default,,0000,0000,0000,,out in the world. Part of being an active
Dialogue: 0,0:11:45.08,0:11:48.76,Default,,0000,0000,0000,,listener and dealing with folks is really\Nbeing respectful
Dialogue: 0,0:11:48.76,0:11:50.19,Default,,0000,0000,0000,,to their opinion. You don't have to agree\Nwith
Dialogue: 0,0:11:50.19,0:11:52.69,Default,,0000,0000,0000,,them. But, again, it goes back to that empathy
Dialogue: 0,0:11:52.69,0:11:55.78,Default,,0000,0000,0000,,trait. Understand where they're coming from.\NHear what they're
Dialogue: 0,0:11:55.78,0:11:59.11,Default,,0000,0000,0000,,saying. And only then do you respond. It's\Nthe
Dialogue: 0,0:11:59.11,0:12:01.55,Default,,0000,0000,0000,,difference between being a reactive listener\Nand an active
Dialogue: 0,0:12:01.55,0:12:04.39,Default,,0000,0000,0000,,listener.
Dialogue: 0,0:12:04.39,0:12:08.60,Default,,0000,0000,0000,,Delegation. As you start to grow your team,\Nas
Dialogue: 0,0:12:08.60,0:12:09.81,Default,,0000,0000,0000,,you start to get more and more folks, this
Dialogue: 0,0:12:09.81,0:12:14.32,Default,,0000,0000,0000,,is a critical, critical skill. And this is\Na
Dialogue: 0,0:12:14.32,0:12:17.26,Default,,0000,0000,0000,,skill that I think many young managers struggle\Nwith.
Dialogue: 0,0:12:17.26,0:12:18.76,Default,,0000,0000,0000,,Your job is to make sure the team gets
Dialogue: 0,0:12:18.76,0:12:20.55,Default,,0000,0000,0000,,the work done. Your job is not to do
Dialogue: 0,0:12:20.55,0:12:22.84,Default,,0000,0000,0000,,the work yourself anymore. You're just one\Nperson. You
Dialogue: 0,0:12:22.84,0:12:24.60,Default,,0000,0000,0000,,may have twelve people working for you. You\Ncannot
Dialogue: 0,0:12:24.60,0:12:29.56,Default,,0000,0000,0000,,outpace the output of your team.
Dialogue: 0,0:12:29.56,0:12:30.98,Default,,0000,0000,0000,,When you learn to delegate, you have to set
Dialogue: 0,0:12:30.98,0:12:33.57,Default,,0000,0000,0000,,direction - and again, communication, coming\Nback already in
Dialogue: 0,0:12:33.57,0:12:35.49,Default,,0000,0000,0000,,the next slide. You have to communicate what\Nneeds
Dialogue: 0,0:12:35.49,0:12:36.74,Default,,0000,0000,0000,,to be done in a clear fashion. Are your
Dialogue: 0,0:12:36.74,0:12:39.25,Default,,0000,0000,0000,,objectives clear? Does the person understand\Nwhat they need
Dialogue: 0,0:12:39.25,0:12:42.26,Default,,0000,0000,0000,,to get done? And this is really hard, because
Dialogue: 0,0:12:42.26,0:12:45.98,Default,,0000,0000,0000,,this requires trust. I think another misconception\Npeople have
Dialogue: 0,0:12:45.98,0:12:48.02,Default,,0000,0000,0000,,is, you know what, I get the term manager
Dialogue: 0,0:12:48.02,0:12:50.16,Default,,0000,0000,0000,,in front of my name, and I have unlimited
Dialogue: 0,0:12:50.16,0:12:52.54,Default,,0000,0000,0000,,power. Just like the emperor. I control the\Nworld.
Dialogue: 0,0:12:52.54,0:12:55.32,Default,,0000,0000,0000,,I am the queen of everything.
Dialogue: 0,0:12:55.32,0:12:57.12,Default,,0000,0000,0000,,The most important thing to understand, as\Nyou learn
Dialogue: 0,0:12:57.12,0:12:59.31,Default,,0000,0000,0000,,to delegate, as you learn to be a manager,
Dialogue: 0,0:12:59.31,0:13:01.37,Default,,0000,0000,0000,,is that you do not have control. Control is
Dialogue: 0,0:13:01.37,0:13:03.97,Default,,0000,0000,0000,,a lie. You are responsible for the ultimate\Nsuccess
Dialogue: 0,0:13:03.97,0:13:05.53,Default,,0000,0000,0000,,of the project, but you can't do the work
Dialogue: 0,0:13:05.53,0:13:09.22,Default,,0000,0000,0000,,on your own anymore. You don't have that control.
Dialogue: 0,0:13:09.22,0:13:11.25,Default,,0000,0000,0000,,You cannot make success. You can only put\Nin
Dialogue: 0,0:13:11.25,0:13:13.40,Default,,0000,0000,0000,,place the conditions to allow it to happen.\NAnd
Dialogue: 0,0:13:13.40,0:13:15.67,Default,,0000,0000,0000,,that's what delegation is really about, is\Nlearning to
Dialogue: 0,0:13:15.67,0:13:18.64,Default,,0000,0000,0000,,become zen about letting go a little.
Dialogue: 0,0:13:18.64,0:13:21.00,Default,,0000,0000,0000,,Managers who cannot do this are often referred\Nto
Dialogue: 0,0:13:21.00,0:13:23.10,Default,,0000,0000,0000,,as micro managers. You have probably worked\Nfor some
Dialogue: 0,0:13:23.10,0:13:26.05,Default,,0000,0000,0000,,of them. Don't be a micro manager. It's very
Dialogue: 0,0:13:26.05,0:13:28.08,Default,,0000,0000,0000,,disruptive to the team. You will not be very
Dialogue: 0,0:13:28.08,0:13:31.16,Default,,0000,0000,0000,,productive.
Dialogue: 0,0:13:31.16,0:13:34.43,Default,,0000,0000,0000,,This is a reason many micro managers fail\Nto
Dialogue: 0,0:13:34.43,0:13:37.97,Default,,0000,0000,0000,,lead their team successfully. Again, part\Nof losing control
Dialogue: 0,0:13:37.97,0:13:40.71,Default,,0000,0000,0000,,is accepting that sometimes they're not gonna\Nget it
Dialogue: 0,0:13:40.71,0:13:42.71,Default,,0000,0000,0000,,right. And that last bullet, to me, is very
Dialogue: 0,0:13:42.71,0:13:45.29,Default,,0000,0000,0000,,important. You cannot fear failure. You have\Nto let
Dialogue: 0,0:13:45.29,0:13:47.69,Default,,0000,0000,0000,,your employees fail on their own. I have learned
Dialogue: 0,0:13:47.69,0:13:50.49,Default,,0000,0000,0000,,more from the one time that I have misplaced
Dialogue: 0,0:13:50.49,0:13:52.62,Default,,0000,0000,0000,,a semi colon somewhere in my code than all
Dialogue: 0,0:13:52.62,0:13:53.92,Default,,0000,0000,0000,,the hundreds of times I have put the semi
Dialogue: 0,0:13:53.92,0:13:56.64,Default,,0000,0000,0000,,colon in the right place. Failure can be tremendously
Dialogue: 0,0:13:56.64,0:13:59.06,Default,,0000,0000,0000,,valuable as a learning experience for your\Npeople, so
Dialogue: 0,0:13:59.06,0:14:00.57,Default,,0000,0000,0000,,you cannot be afraid to let them fail a
Dialogue: 0,0:14:00.57,0:14:01.52,Default,,0000,0000,0000,,little bit on your own.
Dialogue: 0,0:14:01.52,0:14:03.24,Default,,0000,0000,0000,,Now, again, you're gonna have to balance that\Nout.
Dialogue: 0,0:14:03.24,0:14:05.20,Default,,0000,0000,0000,,If you're crashing in a fiery mess, there's\Ngoing
Dialogue: 0,0:14:05.20,0:14:06.56,Default,,0000,0000,0000,,to be a time to go in and rescue
Dialogue: 0,0:14:06.56,0:14:08.19,Default,,0000,0000,0000,,them. But you have to let them kind of
Dialogue: 0,0:14:08.19,0:14:10.29,Default,,0000,0000,0000,,work it out. Get through those difficult spots\Non
Dialogue: 0,0:14:10.29,0:14:11.77,Default,,0000,0000,0000,,their own. And again, that's something a lot\Nof
Dialogue: 0,0:14:11.77,0:14:15.39,Default,,0000,0000,0000,,folks really struggle with.
Dialogue: 0,0:14:15.39,0:14:16.73,Default,,0000,0000,0000,,Another skill, when you move into management,\Nis the
Dialogue: 0,0:14:16.73,0:14:19.26,Default,,0000,0000,0000,,skill of coaching. So the man in this slide
Dialogue: 0,0:14:19.26,0:14:23.11,Default,,0000,0000,0000,,here is Vince Lombardi. He's one of the greats,
Dialogue: 0,0:14:23.11,0:14:25.88,Default,,0000,0000,0000,,great minds in the history of football. I\Nshould
Dialogue: 0,0:14:25.88,0:14:28.01,Default,,0000,0000,0000,,say American football. I know we have some\Ninternational
Dialogue: 0,0:14:28.01,0:14:29.87,Default,,0000,0000,0000,,folks here who are probably thinking, that\Ndoesn't look
Dialogue: 0,0:14:29.87,0:14:31.72,Default,,0000,0000,0000,,like a soccer play.
Dialogue: 0,0:14:31.72,0:14:34.67,Default,,0000,0000,0000,,So, Vince Lombardi is a legend in the American
Dialogue: 0,0:14:34.67,0:14:37.82,Default,,0000,0000,0000,,football industry. He is enshrined in Canton.\NAnd he
Dialogue: 0,0:14:37.82,0:14:40.73,Default,,0000,0000,0000,,is famous not only for his acumen at football,
Dialogue: 0,0:14:40.73,0:14:42.48,Default,,0000,0000,0000,,that strategy as you can see on the board
Dialogue: 0,0:14:42.48,0:14:44.41,Default,,0000,0000,0000,,behind him, but also his ability to lead and
Dialogue: 0,0:14:44.41,0:14:47.30,Default,,0000,0000,0000,,inspire forty grown men who don't have to\Nsay,
Dialogue: 0,0:14:47.30,0:14:48.51,Default,,0000,0000,0000,,who don't have to do what he says to
Dialogue: 0,0:14:48.51,0:14:50.45,Default,,0000,0000,0000,,do. If you get a chance to Google Vince
Dialogue: 0,0:14:50.45,0:14:53.03,Default,,0000,0000,0000,,Lombardi quotes, he is a treasure trove of\Nwisdom
Dialogue: 0,0:14:53.03,0:14:56.86,Default,,0000,0000,0000,,and insight on how to lead teams effectively.
Dialogue: 0,0:14:56.86,0:15:00.99,Default,,0000,0000,0000,,So what is coaching? Coaching is about making\Nsure
Dialogue: 0,0:15:00.99,0:15:03.68,Default,,0000,0000,0000,,your people continue to grow. Going back to\Nthat
Dialogue: 0,0:15:03.68,0:15:06.06,Default,,0000,0000,0000,,previous slide, why do we delegate? We delegate\Nbecause
Dialogue: 0,0:15:06.06,0:15:09.18,Default,,0000,0000,0000,,it's our responsibility to grow the leaders\Nof tomorrow
Dialogue: 0,0:15:09.18,0:15:11.18,Default,,0000,0000,0000,,and to continue to grow the junior devs into
Dialogue: 0,0:15:11.18,0:15:15.45,Default,,0000,0000,0000,,the senior devs of tomorrow. I once interviewed\Na
Dialogue: 0,0:15:15.45,0:15:18.73,Default,,0000,0000,0000,,technical team lead, and I was asking him,\Nwell,
Dialogue: 0,0:15:18.73,0:15:20.55,Default,,0000,0000,0000,,tell me about how you manage your folks. I
Dialogue: 0,0:15:20.55,0:15:22.01,Default,,0000,0000,0000,,see you have some people working for you.\NHow
Dialogue: 0,0:15:22.01,0:15:23.55,Default,,0000,0000,0000,,do you delegate work out?
Dialogue: 0,0:15:23.55,0:15:26.13,Default,,0000,0000,0000,,He said, well, you know, I give them, I
Dialogue: 0,0:15:26.13,0:15:27.67,Default,,0000,0000,0000,,give them sort of the grunt work and, and
Dialogue: 0,0:15:27.67,0:15:28.79,Default,,0000,0000,0000,,they get to run the metrics, and they turn
Dialogue: 0,0:15:28.79,0:15:30.73,Default,,0000,0000,0000,,the results over to me, and then I go
Dialogue: 0,0:15:30.73,0:15:33.03,Default,,0000,0000,0000,,do the rest of it. He got to do
Dialogue: 0,0:15:33.03,0:15:35.05,Default,,0000,0000,0000,,all the fun stuff. His guys got all the
Dialogue: 0,0:15:35.05,0:15:37.00,Default,,0000,0000,0000,,grunt work. Do you think the people on his
Dialogue: 0,0:15:37.00,0:15:39.59,Default,,0000,0000,0000,,team ever grew out of their junior dev roles,
Dialogue: 0,0:15:39.59,0:15:41.72,Default,,0000,0000,0000,,when all that he gave them was grunt work?
Dialogue: 0,0:15:41.72,0:15:43.60,Default,,0000,0000,0000,,So you have to be willing to let your
Dialogue: 0,0:15:43.60,0:15:45.45,Default,,0000,0000,0000,,people grow, even though it means taking a\Nback
Dialogue: 0,0:15:45.45,0:15:49.28,Default,,0000,0000,0000,,seat sometimes. Instead, what you should be\Nfocusing on
Dialogue: 0,0:15:49.28,0:15:51.24,Default,,0000,0000,0000,,is inspiring and motivating the people underneath\Nyou to
Dialogue: 0,0:15:51.24,0:15:54.44,Default,,0000,0000,0000,,be the best that they can be.
Dialogue: 0,0:15:54.44,0:15:56.84,Default,,0000,0000,0000,,Vince Limbardi once said, practice doesn't\Nmake perfect. Only
Dialogue: 0,0:15:56.84,0:16:01.20,Default,,0000,0000,0000,,perfect practice makes perfect. So, at some\Npoint, again,
Dialogue: 0,0:16:01.20,0:16:02.38,Default,,0000,0000,0000,,your folks are going to fail. They're going\Nto
Dialogue: 0,0:16:02.38,0:16:04.53,Default,,0000,0000,0000,,do the wrong thing. Your job as a coach
Dialogue: 0,0:16:04.53,0:16:06.74,Default,,0000,0000,0000,,is to correct that bad behavior, right. To\Ncorrect
Dialogue: 0,0:16:06.74,0:16:08.12,Default,,0000,0000,0000,,the things they're doing wrong, to teach them\Nhow
Dialogue: 0,0:16:08.12,0:16:10.50,Default,,0000,0000,0000,,to do things better. And there's a real skill
Dialogue: 0,0:16:10.50,0:16:13.45,Default,,0000,0000,0000,,and a real art in terms of communicating and
Dialogue: 0,0:16:13.45,0:16:15.84,Default,,0000,0000,0000,,coaching folks so that they can receive that\Nconstructive
Dialogue: 0,0:16:15.84,0:16:17.63,Default,,0000,0000,0000,,criticism in a way that builds them up that
Dialogue: 0,0:16:17.63,0:16:18.62,Default,,0000,0000,0000,,doesn't tear them down.
Dialogue: 0,0:16:18.62,0:16:22.37,Default,,0000,0000,0000,,There is nothing worse than seeing someone\Nwilt under
Dialogue: 0,0:16:22.37,0:16:25.12,Default,,0000,0000,0000,,unrelenting criticism from a boss. That is\Nthe best
Dialogue: 0,0:16:25.12,0:16:27.25,Default,,0000,0000,0000,,way to make sure someone quits, to make sure
Dialogue: 0,0:16:27.25,0:16:29.35,Default,,0000,0000,0000,,they, the impostor syndrome never lets go\Nof their
Dialogue: 0,0:16:29.35,0:16:31.57,Default,,0000,0000,0000,,little hearts, you know. So it's very important\Nthat
Dialogue: 0,0:16:31.57,0:16:34.53,Default,,0000,0000,0000,,you build them up, not tear them down.
Dialogue: 0,0:16:34.53,0:16:36.37,Default,,0000,0000,0000,,Coaching is about having the confidence to\Nset a
Dialogue: 0,0:16:36.37,0:16:38.43,Default,,0000,0000,0000,,game plan and then empower the team to execute
Dialogue: 0,0:16:38.43,0:16:40.97,Default,,0000,0000,0000,,on it. So, again, empowering is a really important
Dialogue: 0,0:16:40.97,0:16:42.36,Default,,0000,0000,0000,,word in that statement, and it goes back to
Dialogue: 0,0:16:42.36,0:16:47.04,Default,,0000,0000,0000,,that delegation idea. Vince Limbardi was a\Nbrilliant football
Dialogue: 0,0:16:47.04,0:16:49.24,Default,,0000,0000,0000,,mind, but regardless of how brilliant he was\Nat
Dialogue: 0,0:16:49.24,0:16:51.09,Default,,0000,0000,0000,,football, he did not run onto the field and
Dialogue: 0,0:16:51.09,0:16:53.18,Default,,0000,0000,0000,,throw the ball himself. He didn't run onto\Nthe
Dialogue: 0,0:16:53.18,0:16:55.09,Default,,0000,0000,0000,,field and tackle the other player. I'm sure\Nhe
Dialogue: 0,0:16:55.09,0:16:57.98,Default,,0000,0000,0000,,wanted to sometimes. But coaching is really\Nabout having
Dialogue: 0,0:16:57.98,0:16:59.96,Default,,0000,0000,0000,,confidence in your game plan and empowering\Nthe team
Dialogue: 0,0:16:59.96,0:17:01.04,Default,,0000,0000,0000,,to execute on it.
Dialogue: 0,0:17:01.04,0:17:02.98,Default,,0000,0000,0000,,Like I said, learning to trust can be very
Dialogue: 0,0:17:02.98,0:17:04.82,Default,,0000,0000,0000,,hard, but it's a lot easier to trust and
Dialogue: 0,0:17:04.82,0:17:07.17,Default,,0000,0000,0000,,delegate if you have faith in the game plan
Dialogue: 0,0:17:07.17,0:17:08.99,Default,,0000,0000,0000,,you've put together. If you have a good coaching
Dialogue: 0,0:17:08.99,0:17:11.32,Default,,0000,0000,0000,,regimen that ensures that your people have\Nlearned to
Dialogue: 0,0:17:11.32,0:17:12.82,Default,,0000,0000,0000,,do it the right way, then it's a lot
Dialogue: 0,0:17:12.82,0:17:14.63,Default,,0000,0000,0000,,easier to let go and let them go do,
Dialogue: 0,0:17:14.63,0:17:16.94,Default,,0000,0000,0000,,let them go win that championship.
Dialogue: 0,0:17:16.94,0:17:19.54,Default,,0000,0000,0000,,This is a quote I like. It's from General
Dialogue: 0,0:17:19.54,0:17:21.67,Default,,0000,0000,0000,,Dwight Eisenhower. And he said, "Leadership\Nis the art
Dialogue: 0,0:17:21.67,0:17:23.54,Default,,0000,0000,0000,,of getting someone else to do something you\Nwant
Dialogue: 0,0:17:23.54,0:17:26.73,Default,,0000,0000,0000,,done because he wants to do it."
Dialogue: 0,0:17:26.73,0:17:28.67,Default,,0000,0000,0000,,When you communicate, as you move into the\Nmanagement
Dialogue: 0,0:17:28.67,0:17:30.71,Default,,0000,0000,0000,,ranks, you're gonna be imbued with a lot of
Dialogue: 0,0:17:30.71,0:17:34.98,Default,,0000,0000,0000,,formal responsibility. I like to call that\Nhard power.
Dialogue: 0,0:17:34.98,0:17:37.30,Default,,0000,0000,0000,,Hard power is, do it because I say so.
Dialogue: 0,0:17:37.30,0:17:41.05,Default,,0000,0000,0000,,I can fire you if I want. I do
Dialogue: 0,0:17:41.05,0:17:43.94,Default,,0000,0000,0000,,not recommend you use a lot of hard power.
Dialogue: 0,0:17:43.94,0:17:45.97,Default,,0000,0000,0000,,No one had more hard power than General Dwight
Dialogue: 0,0:17:45.97,0:17:47.61,Default,,0000,0000,0000,,Eisenhower. He was a five star general. There\Nwas
Dialogue: 0,0:17:47.61,0:17:49.55,Default,,0000,0000,0000,,literally not another person in the military\Nwho could
Dialogue: 0,0:17:49.55,0:17:51.13,Default,,0000,0000,0000,,tell him what to do.
Dialogue: 0,0:17:51.13,0:17:52.45,Default,,0000,0000,0000,,So I think the fact that he made this
Dialogue: 0,0:17:52.45,0:17:55.47,Default,,0000,0000,0000,,quote here is very, very provocative. Because\Nhe's not
Dialogue: 0,0:17:55.47,0:17:58.02,Default,,0000,0000,0000,,talking about hard power. It's not saying,\Njust get
Dialogue: 0,0:17:58.02,0:17:59.62,Default,,0000,0000,0000,,enough stars on your chest and you can make
Dialogue: 0,0:17:59.62,0:18:00.77,Default,,0000,0000,0000,,them do what you want to do. I mean,
Dialogue: 0,0:18:00.77,0:18:02.45,Default,,0000,0000,0000,,he could literally put people in jail if they
Dialogue: 0,0:18:02.45,0:18:04.82,Default,,0000,0000,0000,,didn't follow his commands. What he's talking\Nabout here
Dialogue: 0,0:18:04.82,0:18:07.55,Default,,0000,0000,0000,,is actually the art of applying soft power.
Dialogue: 0,0:18:07.55,0:18:10.69,Default,,0000,0000,0000,,Soft power is being able to communicate and\Nconvince
Dialogue: 0,0:18:10.69,0:18:13.01,Default,,0000,0000,0000,,folks to really buy into what you want to
Dialogue: 0,0:18:13.01,0:18:14.32,Default,,0000,0000,0000,,do as a team, what you want to do
Dialogue: 0,0:18:14.32,0:18:16.37,Default,,0000,0000,0000,,as a company, without the threat of the hard
Dialogue: 0,0:18:16.37,0:18:18.59,Default,,0000,0000,0000,,power. Even if you have it. Just because you
Dialogue: 0,0:18:18.59,0:18:20.40,Default,,0000,0000,0000,,have a stick doesn't mean you need to wield
Dialogue: 0,0:18:20.40,0:18:20.96,Default,,0000,0000,0000,,it.
Dialogue: 0,0:18:20.96,0:18:23.63,Default,,0000,0000,0000,,Understanding how to wield soft power is very,\Nvery,
Dialogue: 0,0:18:23.63,0:18:27.66,Default,,0000,0000,0000,,very important. Lazy bosses, bad bosses go\Nback to
Dialogue: 0,0:18:27.66,0:18:29.08,Default,,0000,0000,0000,,the hard power stick because they have no\Nother
Dialogue: 0,0:18:29.08,0:18:31.26,Default,,0000,0000,0000,,tools in their regimen. If you're really understanding\Nthe
Dialogue: 0,0:18:31.26,0:18:32.90,Default,,0000,0000,0000,,concept of soft power and how to apply that
Dialogue: 0,0:18:32.90,0:18:35.92,Default,,0000,0000,0000,,is important. And, again, there is no idea\Nmore
Dialogue: 0,0:18:35.92,0:18:38.07,Default,,0000,0000,0000,,powerful than an idea that someone feels is\Ntheir
Dialogue: 0,0:18:38.07,0:18:42.42,Default,,0000,0000,0000,,own. So help them, help them understand the\Nidea.
Dialogue: 0,0:18:42.42,0:18:44.12,Default,,0000,0000,0000,,Help them understand what you want done. And\Nthen
Dialogue: 0,0:18:44.12,0:18:47.55,Default,,0000,0000,0000,,help them understand why they want to do it.
Dialogue: 0,0:18:47.55,0:18:51.76,Default,,0000,0000,0000,,Courage. Another important skill. Is it a\Nskill? I
Dialogue: 0,0:18:51.76,0:18:53.17,Default,,0000,0000,0000,,would argue it is. Because it's really about\Nknowing
Dialogue: 0,0:18:53.17,0:18:54.51,Default,,0000,0000,0000,,how to stick to your guns but still get
Dialogue: 0,0:18:54.51,0:18:59.20,Default,,0000,0000,0000,,stuff done. Again, with great power comes\Ngreat responsibility.
Dialogue: 0,0:18:59.20,0:19:01.07,Default,,0000,0000,0000,,As you delegate out the work, the work might
Dialogue: 0,0:19:01.07,0:19:03.08,Default,,0000,0000,0000,,not get done. But the buck still stops with
Dialogue: 0,0:19:03.08,0:19:05.32,Default,,0000,0000,0000,,you. It's still your ultimate responsibility\Nwhen things don't
Dialogue: 0,0:19:05.32,0:19:08.38,Default,,0000,0000,0000,,go right. Having the courage to own that failure
Dialogue: 0,0:19:08.38,0:19:10.50,Default,,0000,0000,0000,,is really, really difficult. It takes a lot\Nof
Dialogue: 0,0:19:10.50,0:19:11.58,Default,,0000,0000,0000,,guts, believe it or not, to say, you know
Dialogue: 0,0:19:11.58,0:19:13.48,Default,,0000,0000,0000,,what? That's my bad.
Dialogue: 0,0:19:13.48,0:19:15.55,Default,,0000,0000,0000,,A bad boss who does not understand this concept
Dialogue: 0,0:19:15.55,0:19:17.80,Default,,0000,0000,0000,,will throw people under the bus. We didn't\Nget
Dialogue: 0,0:19:17.80,0:19:20.13,Default,,0000,0000,0000,,it done because this other team failed to\Ngive
Dialogue: 0,0:19:20.13,0:19:23.34,Default,,0000,0000,0000,,me something I needed. Oh, well, this employee\Nisn't
Dialogue: 0,0:19:23.34,0:19:24.92,Default,,0000,0000,0000,,doing a good job. He failed on it. I'll
Dialogue: 0,0:19:24.92,0:19:27.13,Default,,0000,0000,0000,,be disciplining him later. Potentially firing\Nhim. But it's
Dialogue: 0,0:19:27.13,0:19:28.83,Default,,0000,0000,0000,,not my fault.
Dialogue: 0,0:19:28.83,0:19:31.33,Default,,0000,0000,0000,,So having the courage to understand where\Nyour responsibility
Dialogue: 0,0:19:31.33,0:19:34.56,Default,,0000,0000,0000,,lies and how to embrace that is really important.
Dialogue: 0,0:19:34.56,0:19:37.80,Default,,0000,0000,0000,,Saying no can be very, very difficult. Just\Nbecause
Dialogue: 0,0:19:37.80,0:19:39.06,Default,,0000,0000,0000,,you have a little bit of hard power as
Dialogue: 0,0:19:39.06,0:19:40.28,Default,,0000,0000,0000,,you move up in the rank doesn't mean you're
Dialogue: 0,0:19:40.28,0:19:43.15,Default,,0000,0000,0000,,the only one with power, unless maybe you're\NEmperor
Dialogue: 0,0:19:43.15,0:19:44.34,Default,,0000,0000,0000,,Palpatine. But.
Dialogue: 0,0:19:44.34,0:19:47.45,Default,,0000,0000,0000,,There will be other managers that have power.\NThere's
Dialogue: 0,0:19:47.45,0:19:49.75,Default,,0000,0000,0000,,going to be people above you have more power.
Dialogue: 0,0:19:49.75,0:19:51.49,Default,,0000,0000,0000,,Your boss is gonna come down and ask you
Dialogue: 0,0:19:51.49,0:19:53.87,Default,,0000,0000,0000,,to do things you may not be comfortable with.
Dialogue: 0,0:19:53.87,0:19:55.43,Default,,0000,0000,0000,,And it's your job to understand how to say
Dialogue: 0,0:19:55.43,0:19:56.65,Default,,0000,0000,0000,,no. And I, this is actually a skill that
Dialogue: 0,0:19:56.65,0:19:58.47,Default,,0000,0000,0000,,a lot of folks struggle with. I've had developers
Dialogue: 0,0:19:58.47,0:20:00.26,Default,,0000,0000,0000,,on my teams actually come to me and say,
Dialogue: 0,0:20:00.26,0:20:02.55,Default,,0000,0000,0000,,I feel very uncomfortable with what's being\Nasked of
Dialogue: 0,0:20:02.55,0:20:04.59,Default,,0000,0000,0000,,me by this other manager, but I don't know
Dialogue: 0,0:20:04.59,0:20:06.82,Default,,0000,0000,0000,,what to do. And often I say, do you
Dialogue: 0,0:20:06.82,0:20:08.19,Default,,0000,0000,0000,,want me to tell them no for you? And
Dialogue: 0,0:20:08.19,0:20:08.40,Default,,0000,0000,0000,,they say, yes.
Dialogue: 0,0:20:08.40,0:20:11.91,Default,,0000,0000,0000,,And that's hard. That's that conflict that\Nwe talked
Dialogue: 0,0:20:11.91,0:20:13.22,Default,,0000,0000,0000,,about. You can't fear it. There's gonna be\Na
Dialogue: 0,0:20:13.22,0:20:16.52,Default,,0000,0000,0000,,time when you have to have integrity and learn
Dialogue: 0,0:20:16.52,0:20:18.25,Default,,0000,0000,0000,,how to say no. Now that does not mean
Dialogue: 0,0:20:18.25,0:20:20.18,Default,,0000,0000,0000,,just being contrary. That does not mean saying\Nno
Dialogue: 0,0:20:20.18,0:20:22.37,Default,,0000,0000,0000,,and then walking away and flouncing out away\Nfrom
Dialogue: 0,0:20:22.37,0:20:26.45,Default,,0000,0000,0000,,the argument. Again, it really means leveraging\Nyour communication
Dialogue: 0,0:20:26.45,0:20:28.27,Default,,0000,0000,0000,,skills that you hone so that you can say
Dialogue: 0,0:20:28.27,0:20:30.09,Default,,0000,0000,0000,,no in a productive way. That you can move
Dialogue: 0,0:20:30.09,0:20:32.89,Default,,0000,0000,0000,,past those disagreements. That you're willing\Nto yield if
Dialogue: 0,0:20:32.89,0:20:35.72,Default,,0000,0000,0000,,you're not actually right. So balancing out\Nhow to
Dialogue: 0,0:20:35.72,0:20:37.19,Default,,0000,0000,0000,,say no, the art of saying no is very,
Dialogue: 0,0:20:37.19,0:20:41.21,Default,,0000,0000,0000,,very tricky. And it requires a lot of courage.
Dialogue: 0,0:20:41.21,0:20:43.74,Default,,0000,0000,0000,,When you start to set direction, your employees\Nmay
Dialogue: 0,0:20:43.74,0:20:46.25,Default,,0000,0000,0000,,not always buy in right away. Some people\Nmay
Dialogue: 0,0:20:46.25,0:20:50.12,Default,,0000,0000,0000,,fear not being liked, right. Sometimes you're\Ngonna have
Dialogue: 0,0:20:50.12,0:20:52.25,Default,,0000,0000,0000,,to do uncomfortable things as a team. You\Nhave
Dialogue: 0,0:20:52.25,0:20:53.54,Default,,0000,0000,0000,,to have a vision. You have to believe in
Dialogue: 0,0:20:53.54,0:20:55.16,Default,,0000,0000,0000,,it. You have to believe you're going the right
Dialogue: 0,0:20:55.16,0:20:55.54,Default,,0000,0000,0000,,way.
Dialogue: 0,0:20:55.54,0:20:58.16,Default,,0000,0000,0000,,A boss who does not have courage, who does
Dialogue: 0,0:20:58.16,0:20:59.97,Default,,0000,0000,0000,,not have vision and does not believe in where
Dialogue: 0,0:20:59.97,0:21:01.97,Default,,0000,0000,0000,,they're going will change with the wind. They\Nwill
Dialogue: 0,0:21:01.97,0:21:05.34,Default,,0000,0000,0000,,change coarse at every, every minor difficulty\Nthat comes
Dialogue: 0,0:21:05.34,0:21:06.69,Default,,0000,0000,0000,,up. They'll be like, you know what, this isn't
Dialogue: 0,0:21:06.69,0:21:09.08,Default,,0000,0000,0000,,working. We'll just change frameworks. We'll\Njust hire more
Dialogue: 0,0:21:09.08,0:21:11.25,Default,,0000,0000,0000,,people. You've probably worked for folks like\Nthat. That's
Dialogue: 0,0:21:11.25,0:21:12.91,Default,,0000,0000,0000,,not a very productive way to go. People want
Dialogue: 0,0:21:12.91,0:21:15.86,Default,,0000,0000,0000,,to believe their leads know what they're doing.\NSo
Dialogue: 0,0:21:15.86,0:21:17.41,Default,,0000,0000,0000,,you have to have vision and you have to
Dialogue: 0,0:21:17.41,0:21:17.72,Default,,0000,0000,0000,,believe in it.
Dialogue: 0,0:21:17.72,0:21:21.12,Default,,0000,0000,0000,,And having said that, you have to know the
Dialogue: 0,0:21:21.12,0:21:22.29,Default,,0000,0000,0000,,difference between a bump in the road and\Na
Dialogue: 0,0:21:22.29,0:21:26.29,Default,,0000,0000,0000,,chasm around the corner. If there's a chasm\Naround
Dialogue: 0,0:21:26.29,0:21:29.20,Default,,0000,0000,0000,,the corner, do not fear change. A lot of
Dialogue: 0,0:21:29.20,0:21:30.63,Default,,0000,0000,0000,,folks fear change. They don't want to change\Ntheir
Dialogue: 0,0:21:30.63,0:21:35.69,Default,,0000,0000,0000,,game plan. They get nervous because, well,\Nwe've always
Dialogue: 0,0:21:35.69,0:21:38.11,Default,,0000,0000,0000,,done it this way. I don't know, you know.
Dialogue: 0,0:21:38.11,0:21:39.21,Default,,0000,0000,0000,,When we do it this new way, I don't
Dialogue: 0,0:21:39.21,0:21:41.07,Default,,0000,0000,0000,,know that it's gonna be successful. Change\Nis very
Dialogue: 0,0:21:41.07,0:21:43.99,Default,,0000,0000,0000,,scary. Bringing in new ideas, new thoughts,\Nnew processes,
Dialogue: 0,0:21:43.99,0:21:46.29,Default,,0000,0000,0000,,can be very, very difficult. So you have to
Dialogue: 0,0:21:46.29,0:21:48.05,Default,,0000,0000,0000,,embrace change. You have to be an agent of
Dialogue: 0,0:21:48.05,0:21:49.73,Default,,0000,0000,0000,,change. You have to be adaptable.
Dialogue: 0,0:21:49.73,0:21:51.34,Default,,0000,0000,0000,,This last one. Always embrace the truth, even\Nwhen
Dialogue: 0,0:21:51.34,0:21:54.48,Default,,0000,0000,0000,,it's unpleasant. People will tell their bosses\Nwhat they
Dialogue: 0,0:21:54.48,0:21:57.88,Default,,0000,0000,0000,,think their bosses want to hear. It's natural.\NIt's
Dialogue: 0,0:21:57.88,0:22:00.14,Default,,0000,0000,0000,,very important that you cultivate a culture\Nwhere honesty
Dialogue: 0,0:22:00.14,0:22:02.86,Default,,0000,0000,0000,,is rewarded and treasured. Even when it's\Nunpleasant. Even
Dialogue: 0,0:22:02.86,0:22:04.58,Default,,0000,0000,0000,,when you're hearing things you don't want\Nto hear.
Dialogue: 0,0:22:04.58,0:22:06.81,Default,,0000,0000,0000,,I have had devs come to me many times
Dialogue: 0,0:22:06.81,0:22:10.70,Default,,0000,0000,0000,,and say, so. About that production server.
Dialogue: 0,0:22:10.70,0:22:12.19,Default,,0000,0000,0000,,You have to have an environment where it's\Na
Dialogue: 0,0:22:12.19,0:22:15.35,Default,,0000,0000,0000,,safe space to talk about what's really going\Non.
Dialogue: 0,0:22:15.35,0:22:17.98,Default,,0000,0000,0000,,Similarly, don't be that person to your boss.\NYour
Dialogue: 0,0:22:17.98,0:22:19.45,Default,,0000,0000,0000,,job is to communicate up to your boss and
Dialogue: 0,0:22:19.45,0:22:21.23,Default,,0000,0000,0000,,give them the facts at all times. That goes
Dialogue: 0,0:22:21.23,0:22:23.92,Default,,0000,0000,0000,,back to integrity. Sometimes your boss isn't\Ngonna like
Dialogue: 0,0:22:23.92,0:22:25.88,Default,,0000,0000,0000,,it. Sometimes you're gonna look bad, because\Nit's going
Dialogue: 0,0:22:25.88,0:22:27.14,Default,,0000,0000,0000,,to be a sign of a failure. But you
Dialogue: 0,0:22:27.14,0:22:29.09,Default,,0000,0000,0000,,have to embrace the truth at all times.
Dialogue: 0,0:22:29.09,0:22:33.28,Default,,0000,0000,0000,,So we've been talking a lot about people skills.
Dialogue: 0,0:22:33.28,0:22:34.91,Default,,0000,0000,0000,,The art of managing people. And, again, that\Nis
Dialogue: 0,0:22:34.91,0:22:37.95,Default,,0000,0000,0000,,a discipline all in, all encompassing on itself.\NBut
Dialogue: 0,0:22:37.95,0:22:39.76,Default,,0000,0000,0000,,what about the project management skills,\Nright? What about
Dialogue: 0,0:22:39.76,0:22:41.47,Default,,0000,0000,0000,,managing the work itself.
Dialogue: 0,0:22:41.47,0:22:44.47,Default,,0000,0000,0000,,So, when you move into project management,\Nwhat does
Dialogue: 0,0:22:44.47,0:22:47.08,Default,,0000,0000,0000,,it really mean? It means tracking work, measuring\Nthe
Dialogue: 0,0:22:47.08,0:22:50.24,Default,,0000,0000,0000,,work, tracking it, managing risk, and knowing\Nhow to
Dialogue: 0,0:22:50.24,0:22:54.46,Default,,0000,0000,0000,,report status. That second bullet is really\Nimportant. Again,
Dialogue: 0,0:22:54.46,0:22:56.74,Default,,0000,0000,0000,,along the lines of, of not fearing failure,\Nyour
Dialogue: 0,0:22:56.74,0:23:00.21,Default,,0000,0000,0000,,job is not to be perfect. There's going to
Dialogue: 0,0:23:00.21,0:23:01.58,Default,,0000,0000,0000,,be times where you're gonna make decisions\Nand you
Dialogue: 0,0:23:01.58,0:23:04.60,Default,,0000,0000,0000,,don't like the outcome. Your job is to understand
Dialogue: 0,0:23:04.60,0:23:06.65,Default,,0000,0000,0000,,the art of risk management. There are whole\Nclasses
Dialogue: 0,0:23:06.65,0:23:08.38,Default,,0000,0000,0000,,just on how to do risk management.
Dialogue: 0,0:23:08.38,0:23:09.90,Default,,0000,0000,0000,,What you're really trying to do is make the
Dialogue: 0,0:23:09.90,0:23:11.84,Default,,0000,0000,0000,,best decision with the facts that you have\Nat
Dialogue: 0,0:23:11.84,0:23:13.77,Default,,0000,0000,0000,,the time, and then continue to measure that\Nand
Dialogue: 0,0:23:13.77,0:23:15.14,Default,,0000,0000,0000,,stay on top of it and say, all right.
Dialogue: 0,0:23:15.14,0:23:16.29,Default,,0000,0000,0000,,How does our risk look today? How does our
Dialogue: 0,0:23:16.29,0:23:17.82,Default,,0000,0000,0000,,risk look today? Your job is not to do
Dialogue: 0,0:23:17.82,0:23:19.93,Default,,0000,0000,0000,,the perfect job for your boss. Your job is
Dialogue: 0,0:23:19.93,0:23:22.46,Default,,0000,0000,0000,,to let him manage risk. To give him an
Dialogue: 0,0:23:22.46,0:23:25.71,Default,,0000,0000,0000,,informed choice. And, again, people who are\Nafraid to
Dialogue: 0,0:23:25.71,0:23:27.33,Default,,0000,0000,0000,,tell the truth, who are afraid to communicate\Nupwards
Dialogue: 0,0:23:27.33,0:23:29.43,Default,,0000,0000,0000,,what's really going on, those are the projects\Nthat
Dialogue: 0,0:23:29.43,0:23:34.13,Default,,0000,0000,0000,,burst into flames. Everyone's surprised. So\Nrisk management's very
Dialogue: 0,0:23:34.13,0:23:34.82,Default,,0000,0000,0000,,important.
Dialogue: 0,0:23:34.82,0:23:36.99,Default,,0000,0000,0000,,To do these things, there are many techniques\Nyou'd
Dialogue: 0,0:23:36.99,0:23:39.23,Default,,0000,0000,0000,,apply and many frameworks. So you have to\Nlike
Dialogue: 0,0:23:39.23,0:23:42.33,Default,,0000,0000,0000,,process. You have to be a student of process.
Dialogue: 0,0:23:42.33,0:23:44.87,Default,,0000,0000,0000,,There are a lot of different project management\Nframeworks
Dialogue: 0,0:23:44.87,0:23:48.66,Default,,0000,0000,0000,,you can use. You've probably heard of them\Nbefore.
Dialogue: 0,0:23:48.66,0:23:53.08,Default,,0000,0000,0000,,Waterfall, Spiral, Conbom, XP. Agile's all\Nthe hotness. You
Dialogue: 0,0:23:53.08,0:23:55.94,Default,,0000,0000,0000,,can do SCRUM. It's important that you respect\Nand
Dialogue: 0,0:23:55.94,0:23:58.12,Default,,0000,0000,0000,,study all of them. And that's that last bullet
Dialogue: 0,0:23:58.12,0:23:59.37,Default,,0000,0000,0000,,there. You have to like it but you can't
Dialogue: 0,0:23:59.37,0:23:59.93,Default,,0000,0000,0000,,love it.
Dialogue: 0,0:23:59.93,0:24:01.96,Default,,0000,0000,0000,,You can't be so in love with one framework
Dialogue: 0,0:24:01.96,0:24:04.77,Default,,0000,0000,0000,,that you try to apply it in all situations.
Dialogue: 0,0:24:04.77,0:24:07.85,Default,,0000,0000,0000,,Don't be dogmatic about the frameworks you\Nput into
Dialogue: 0,0:24:07.85,0:24:10.37,Default,,0000,0000,0000,,place. There is nothing worse than an agile\Nperson,
Dialogue: 0,0:24:10.37,0:24:12.41,Default,,0000,0000,0000,,sometimes, cause they've, it's agile at all\Ncosts no
Dialogue: 0,0:24:12.41,0:24:14.78,Default,,0000,0000,0000,,matter what, even when it makes no sense.\NIt's
Dialogue: 0,0:24:14.78,0:24:16.70,Default,,0000,0000,0000,,also very fashionable to poo poo things like\Nwaterfall.
Dialogue: 0,0:24:16.70,0:24:20.26,Default,,0000,0000,0000,,Waterfall has a place. It's very important\Nthat you
Dialogue: 0,0:24:20.26,0:24:23.31,Default,,0000,0000,0000,,understand how to assess the project that's\Nbeen given
Dialogue: 0,0:24:23.31,0:24:25.26,Default,,0000,0000,0000,,to you, the people that have been given to
Dialogue: 0,0:24:25.26,0:24:27.32,Default,,0000,0000,0000,,you, and then pick the framework that actually\Nfits
Dialogue: 0,0:24:27.32,0:24:29.18,Default,,0000,0000,0000,,that situation.
Dialogue: 0,0:24:29.18,0:24:31.30,Default,,0000,0000,0000,,It's really about picking the right tool for\Nthe
Dialogue: 0,0:24:31.30,0:24:33.12,Default,,0000,0000,0000,,job. When you have a hammer, every problem\Nlooks
Dialogue: 0,0:24:33.12,0:24:35.29,Default,,0000,0000,0000,,like a nail.
Dialogue: 0,0:24:35.29,0:24:38.38,Default,,0000,0000,0000,,So, again, even if you don't use a framework
Dialogue: 0,0:24:38.38,0:24:39.97,Default,,0000,0000,0000,,- like, I don't use Waterfall a lot, but
Dialogue: 0,0:24:39.97,0:24:42.49,Default,,0000,0000,0000,,I still study it. I still look up books
Dialogue: 0,0:24:42.49,0:24:44.99,Default,,0000,0000,0000,,on an occasion. I still read articles. I educate
Dialogue: 0,0:24:44.99,0:24:46.60,Default,,0000,0000,0000,,myself about the different techniques that\Nare out there.
Dialogue: 0,0:24:46.60,0:24:48.09,Default,,0000,0000,0000,,I want to know what tools are available to
Dialogue: 0,0:24:48.09,0:24:50.06,Default,,0000,0000,0000,,me, even if I don't use them. So when
Dialogue: 0,0:24:50.06,0:24:51.39,Default,,0000,0000,0000,,I see a problem that actually looks like a
Dialogue: 0,0:24:51.39,0:24:52.77,Default,,0000,0000,0000,,screw, not a nail, I say, you know what?
Dialogue: 0,0:24:52.77,0:24:53.41,Default,,0000,0000,0000,,I'm gonna try that screw-driver.
Dialogue: 0,0:24:53.41,0:24:58.60,Default,,0000,0000,0000,,There are some administrative and financial\Nthings that are
Dialogue: 0,0:24:58.60,0:25:00.45,Default,,0000,0000,0000,,gonna affect how you manage. And, again, it\Ndepends
Dialogue: 0,0:25:00.45,0:25:01.89,Default,,0000,0000,0000,,where you are in the management chain how\Nmuch
Dialogue: 0,0:25:01.89,0:25:04.71,Default,,0000,0000,0000,,influence you're gonna have over this. If\Nyou're doing
Dialogue: 0,0:25:04.71,0:25:06.41,Default,,0000,0000,0000,,a startup in particular, budgeting is going\Nto be
Dialogue: 0,0:25:06.41,0:25:08.94,Default,,0000,0000,0000,,very important. You understand the concept\Nof colors of
Dialogue: 0,0:25:08.94,0:25:11.51,Default,,0000,0000,0000,,money. That is basically money that is earmarked\Nfor
Dialogue: 0,0:25:11.51,0:25:13.72,Default,,0000,0000,0000,,a specific purpose. It cannot be used for\Nother
Dialogue: 0,0:25:13.72,0:25:14.27,Default,,0000,0000,0000,,purposes.
Dialogue: 0,0:25:14.27,0:25:16.46,Default,,0000,0000,0000,,So, again, if you have green dollars that\Nare
Dialogue: 0,0:25:16.46,0:25:19.46,Default,,0000,0000,0000,,allocated for infrastructure, you may not\Nactually legally be
Dialogue: 0,0:25:19.46,0:25:21.49,Default,,0000,0000,0000,,able to ship that money over. I used to
Dialogue: 0,0:25:21.49,0:25:23.62,Default,,0000,0000,0000,,work in government contracting, and that's\Nsomething very important
Dialogue: 0,0:25:23.62,0:25:25.10,Default,,0000,0000,0000,,that comes up in that, which is if the
Dialogue: 0,0:25:25.10,0:25:27.59,Default,,0000,0000,0000,,government gives you a hundred thousand dollars\Nto buy
Dialogue: 0,0:25:27.59,0:25:29.91,Default,,0000,0000,0000,,servers, you can't say, well, you know what,\NI'm
Dialogue: 0,0:25:29.91,0:25:30.42,Default,,0000,0000,0000,,a little short and I want to pay some
Dialogue: 0,0:25:30.42,0:25:31.92,Default,,0000,0000,0000,,bonuses to my folks, so I just won't buy
Dialogue: 0,0:25:31.92,0:25:32.38,Default,,0000,0000,0000,,the servers.
Dialogue: 0,0:25:32.38,0:25:34.57,Default,,0000,0000,0000,,So you have to understand how budgeting works.\NHow
Dialogue: 0,0:25:34.57,0:25:36.04,Default,,0000,0000,0000,,do you project a budget? How do you do
Dialogue: 0,0:25:36.04,0:25:39.10,Default,,0000,0000,0000,,quarterly reports? What is the impact of your\Noutcome,
Dialogue: 0,0:25:39.10,0:25:41.83,Default,,0000,0000,0000,,your income? How does salary work? How do\Nyou,
Dialogue: 0,0:25:41.83,0:25:43.49,Default,,0000,0000,0000,,how does salary affect how you project?
Dialogue: 0,0:25:43.49,0:25:46.09,Default,,0000,0000,0000,,So those are really important things. That's\Na hard
Dialogue: 0,0:25:46.09,0:25:47.91,Default,,0000,0000,0000,,skill. That's something I struggle with. That's\Nnot something
Dialogue: 0,0:25:47.91,0:25:49.81,Default,,0000,0000,0000,,you're gonna be exposed to in your day-to-day\Nlife
Dialogue: 0,0:25:49.81,0:25:53.08,Default,,0000,0000,0000,,as an engineer until you move over. So understanding
Dialogue: 0,0:25:53.08,0:25:54.70,Default,,0000,0000,0000,,how budget works, how money flows at your\Ncompany
Dialogue: 0,0:25:54.70,0:25:55.88,Default,,0000,0000,0000,,is critically important.
Dialogue: 0,0:25:55.88,0:25:58.53,Default,,0000,0000,0000,,We talked about the hard power you're imbued\Nwith.
Dialogue: 0,0:25:58.53,0:26:03.28,Default,,0000,0000,0000,,Hiring folks, retention and firing. It is\Nincredibly expensive
Dialogue: 0,0:26:03.28,0:26:05.36,Default,,0000,0000,0000,,to hire folks, which is why retention is so
Dialogue: 0,0:26:05.36,0:26:07.63,Default,,0000,0000,0000,,important. There were actually some tremendous\Ntalks on Wednesday.
Dialogue: 0,0:26:07.63,0:26:10.20,Default,,0000,0000,0000,,I recommend you go watch the videos on how
Dialogue: 0,0:26:10.20,0:26:11.62,Default,,0000,0000,0000,,to onboard folks, how to set up a training
Dialogue: 0,0:26:11.62,0:26:13.66,Default,,0000,0000,0000,,plan. Retaining talent once you get in the\Ndoor
Dialogue: 0,0:26:13.66,0:26:17.80,Default,,0000,0000,0000,,is really important because hiring is so expensive.
Dialogue: 0,0:26:17.80,0:26:19.16,Default,,0000,0000,0000,,Having said that, there will be times when\Nthe
Dialogue: 0,0:26:19.16,0:26:20.50,Default,,0000,0000,0000,,person is not a fit, and if you have
Dialogue: 0,0:26:20.50,0:26:22.57,Default,,0000,0000,0000,,to fire them, you have to understand the implications
Dialogue: 0,0:26:22.57,0:26:26.31,Default,,0000,0000,0000,,of that decision. Each state has different\Nright-to-work laws.
Dialogue: 0,0:26:26.31,0:26:29.48,Default,,0000,0000,0000,,So you need to understand the process for\Nboth
Dialogue: 0,0:26:29.48,0:26:32.02,Default,,0000,0000,0000,,hiring and firing folks. That's gonna be very\Nimportant.
Dialogue: 0,0:26:32.02,0:26:33.72,Default,,0000,0000,0000,,So making sure you work with your HR folks
Dialogue: 0,0:26:33.72,0:26:36.09,Default,,0000,0000,0000,,and get educated on the various laws is very
Dialogue: 0,0:26:36.09,0:26:36.71,Default,,0000,0000,0000,,important.
Dialogue: 0,0:26:36.71,0:26:39.42,Default,,0000,0000,0000,,I know I said that it wasn't all TPS
Dialogue: 0,0:26:39.42,0:26:40.100,Default,,0000,0000,0000,,reports, but it is at times. I don't even
Dialogue: 0,0:26:40.100,0:26:42.62,Default,,0000,0000,0000,,know what a TPS report is. I just use
Dialogue: 0,0:26:42.62,0:26:45.09,Default,,0000,0000,0000,,that as shorthand for the mandatory documents\Nthat seem
Dialogue: 0,0:26:45.09,0:26:47.11,Default,,0000,0000,0000,,like no fun but you have to do them.
Dialogue: 0,0:26:47.11,0:26:48.23,Default,,0000,0000,0000,,And that's a thing. You do have to do
Dialogue: 0,0:26:48.23,0:26:51.32,Default,,0000,0000,0000,,them. It's your responsibility to understand\Nwhat regulations are
Dialogue: 0,0:26:51.32,0:26:52.91,Default,,0000,0000,0000,,in place, what documents have to be done.\NNow,
Dialogue: 0,0:26:52.91,0:26:55.56,Default,,0000,0000,0000,,sometimes these are mandated from the, the\Ncorporate overlords
Dialogue: 0,0:26:55.56,0:26:57.61,Default,,0000,0000,0000,,and I've done that before.
Dialogue: 0,0:26:57.61,0:26:59.12,Default,,0000,0000,0000,,But there are other legal documents that may\Ncome
Dialogue: 0,0:26:59.12,0:27:01.10,Default,,0000,0000,0000,,in depending on the industry you're in. I\Nam
Dialogue: 0,0:27:01.10,0:27:03.16,Default,,0000,0000,0000,,in ciber security. Privacy laws are very important\Nto
Dialogue: 0,0:27:03.16,0:27:05.90,Default,,0000,0000,0000,,us. Understanding privacy laws. You're taking\Nin peoples' data,
Dialogue: 0,0:27:05.90,0:27:07.46,Default,,0000,0000,0000,,you better understand what you're supposed\Nto do with
Dialogue: 0,0:27:07.46,0:27:09.31,Default,,0000,0000,0000,,it. If you work in healthcare, HIPPA's gonna\Ncome
Dialogue: 0,0:27:09.31,0:27:09.96,Default,,0000,0000,0000,,into play.
Dialogue: 0,0:27:09.96,0:27:12.68,Default,,0000,0000,0000,,So really making sure that you're educating\Nyourself on
Dialogue: 0,0:27:12.68,0:27:16.05,Default,,0000,0000,0000,,the legal and regulatory documents that you\Nneed to
Dialogue: 0,0:27:16.05,0:27:17.48,Default,,0000,0000,0000,,be aware of is very important as you move
Dialogue: 0,0:27:17.48,0:27:19.73,Default,,0000,0000,0000,,into management. But it's kind of fun, because\Nthis
Dialogue: 0,0:27:19.73,0:27:21.09,Default,,0000,0000,0000,,is the part that you probably won't get exposed
Dialogue: 0,0:27:21.09,0:27:22.80,Default,,0000,0000,0000,,to a lot, and I actually kind of enjoy
Dialogue: 0,0:27:22.80,0:27:25.58,Default,,0000,0000,0000,,seeing these different things, these different\Nareas that I
Dialogue: 0,0:27:25.58,0:27:26.89,Default,,0000,0000,0000,,didn't, that I didn't really get a sense of
Dialogue: 0,0:27:26.89,0:27:28.98,Default,,0000,0000,0000,,when I was just an engineer. A lot of
Dialogue: 0,0:27:28.98,0:27:30.59,Default,,0000,0000,0000,,this stuff is really the guts of what makes
Dialogue: 0,0:27:30.59,0:27:32.51,Default,,0000,0000,0000,,a company go.
Dialogue: 0,0:27:32.51,0:27:33.93,Default,,0000,0000,0000,,OK.
Dialogue: 0,0:27:33.93,0:27:37.04,Default,,0000,0000,0000,,So, hopefully you're tempted now. You're like,\Noh, you
Dialogue: 0,0:27:37.04,0:27:38.60,Default,,0000,0000,0000,,know what, management doesn't sound so terrible.\NMaybe it's
Dialogue: 0,0:27:38.60,0:27:40.04,Default,,0000,0000,0000,,pretty good. Maybe I've got some of those\Nskills.
Dialogue: 0,0:27:40.04,0:27:41.46,Default,,0000,0000,0000,,Maybe I'd like to work on them. I'm ready
Dialogue: 0,0:27:41.46,0:27:45.05,Default,,0000,0000,0000,,to make the leap.
Dialogue: 0,0:27:45.05,0:27:46.40,Default,,0000,0000,0000,,So let's talk about when and how to do
Dialogue: 0,0:27:46.40,0:27:47.01,Default,,0000,0000,0000,,that.
Dialogue: 0,0:27:47.01,0:27:50.89,Default,,0000,0000,0000,,Moving into management. Number one, find a\Nmentor. Find
Dialogue: 0,0:27:50.89,0:27:53.12,Default,,0000,0000,0000,,a safe person to help teach you the ways,
Dialogue: 0,0:27:53.12,0:27:55.48,Default,,0000,0000,0000,,a Jedi master that you can go to. I
Dialogue: 0,0:27:55.48,0:27:57.34,Default,,0000,0000,0000,,have several mentors who are senior leaders\Nthat I
Dialogue: 0,0:27:57.34,0:27:58.96,Default,,0000,0000,0000,,like to talk to to kind of bounce ideas
Dialogue: 0,0:27:58.96,0:28:01.95,Default,,0000,0000,0000,,off of. Again, you're not perfect. So find\Nsomeone
Dialogue: 0,0:28:01.95,0:28:03.25,Default,,0000,0000,0000,,who can help you with that.
Dialogue: 0,0:28:03.25,0:28:05.28,Default,,0000,0000,0000,,Try before you buy. Many of you are already
Dialogue: 0,0:28:05.28,0:28:08.45,Default,,0000,0000,0000,,in leadership roles. You may not have formal\Npowers
Dialogue: 0,0:28:08.45,0:28:10.99,Default,,0000,0000,0000,,of hiring and firing, but you're starting\Nto lead
Dialogue: 0,0:28:10.99,0:28:13.01,Default,,0000,0000,0000,,people. So look for those opportunities. If\Nyou're interested
Dialogue: 0,0:28:13.01,0:28:14.100,Default,,0000,0000,0000,,in this, try it out. Say, you know what,
Dialogue: 0,0:28:14.100,0:28:16.56,Default,,0000,0000,0000,,I see this project's coming up. I'd love to
Dialogue: 0,0:28:16.56,0:28:19.19,Default,,0000,0000,0000,,lead it. Or hey, you know, these two guys,
Dialogue: 0,0:28:19.19,0:28:21.01,Default,,0000,0000,0000,,I'd love to take them under my wing. Mentor
Dialogue: 0,0:28:21.01,0:28:23.59,Default,,0000,0000,0000,,them. Maybe be part of the review process.\NThat's
Dialogue: 0,0:28:23.59,0:28:24.87,Default,,0000,0000,0000,,a great way to sort of try it out,
Dialogue: 0,0:28:24.87,0:28:25.95,Default,,0000,0000,0000,,see if it's a fit for you. It's not
Dialogue: 0,0:28:25.95,0:28:28.11,Default,,0000,0000,0000,,for everyone. But you may be surprised how\Nmuch
Dialogue: 0,0:28:28.11,0:28:29.92,Default,,0000,0000,0000,,you really find it rewarding. I love working\Nwith
Dialogue: 0,0:28:29.92,0:28:31.100,Default,,0000,0000,0000,,people. I was, that's how I ended up in
Dialogue: 0,0:28:31.100,0:28:33.89,Default,,0000,0000,0000,,management. I was doing an informal leadership\Nrole and
Dialogue: 0,0:28:33.89,0:28:35.63,Default,,0000,0000,0000,,I really enjoyed it and I wanted to continue
Dialogue: 0,0:28:35.63,0:28:36.81,Default,,0000,0000,0000,,down that track.
Dialogue: 0,0:28:36.81,0:28:39.62,Default,,0000,0000,0000,,Learn to think company wide. Again, there\Nare other
Dialogue: 0,0:28:39.62,0:28:40.97,Default,,0000,0000,0000,,areas of the business you need to be aware
Dialogue: 0,0:28:40.97,0:28:43.05,Default,,0000,0000,0000,,of. So go on a sales call. Go to
Dialogue: 0,0:28:43.05,0:28:45.03,Default,,0000,0000,0000,,a conference and help the marketing guys run\Na,
Dialogue: 0,0:28:45.03,0:28:47.66,Default,,0000,0000,0000,,be a booth babe. I've done that before. It's
Dialogue: 0,0:28:47.66,0:28:49.44,Default,,0000,0000,0000,,actually a lot of fun. It's a different perspective.
Dialogue: 0,0:28:49.44,0:28:51.86,Default,,0000,0000,0000,,Understand how to court your customers. Go\Nhelp the
Dialogue: 0,0:28:51.86,0:28:54.55,Default,,0000,0000,0000,,ops guys. Go sit in the customer support center
Dialogue: 0,0:28:54.55,0:28:56.95,Default,,0000,0000,0000,,for awhile and take calls for them and understand
Dialogue: 0,0:28:56.95,0:28:58.97,Default,,0000,0000,0000,,what happens in the rest of the company.
Dialogue: 0,0:28:58.97,0:29:00.86,Default,,0000,0000,0000,,And mostly, have an idea of what kind of
Dialogue: 0,0:29:00.86,0:29:03.33,Default,,0000,0000,0000,,leadership style you have. There is no one\Nprescriptive
Dialogue: 0,0:29:03.33,0:29:05.22,Default,,0000,0000,0000,,way to do it. There's no one way to
Dialogue: 0,0:29:05.22,0:29:07.70,Default,,0000,0000,0000,,lead people. Everyone's different. We're all,\Nwe're all different,
Dialogue: 0,0:29:07.70,0:29:09.68,Default,,0000,0000,0000,,unique snowflakes. The people we manage are\Ndifferent snowflakes.
Dialogue: 0,0:29:09.68,0:29:12.87,Default,,0000,0000,0000,,They may require different types of leadership\Nstyle. So
Dialogue: 0,0:29:12.87,0:29:14.26,Default,,0000,0000,0000,,think about what kind of leader you want to
Dialogue: 0,0:29:14.26,0:29:16.28,Default,,0000,0000,0000,,be and then practice the skills to do that.
Dialogue: 0,0:29:16.28,0:29:19.52,Default,,0000,0000,0000,,So some of the big questions that came up
Dialogue: 0,0:29:19.52,0:29:20.100,Default,,0000,0000,0000,,as I was starting to prepare this talk and
Dialogue: 0,0:29:20.100,0:29:23.14,Default,,0000,0000,0000,,talk to some of my peers. I think this
Dialogue: 0,0:29:23.14,0:29:24.52,Default,,0000,0000,0000,,is one that's on a lot of folks' mind.
Dialogue: 0,0:29:24.52,0:29:26.76,Default,,0000,0000,0000,,If it's a career change, I'm leaving the technical
Dialogue: 0,0:29:26.76,0:29:28.09,Default,,0000,0000,0000,,track. Do I still get to write code? And
Dialogue: 0,0:29:28.09,0:29:30.43,Default,,0000,0000,0000,,the answer is yes. Sort of.
Dialogue: 0,0:29:30.43,0:29:33.30,Default,,0000,0000,0000,,I've actually talked to a lot of folks about
Dialogue: 0,0:29:33.30,0:29:34.95,Default,,0000,0000,0000,,this in the last couple of weeks and I've
Dialogue: 0,0:29:34.95,0:29:36.02,Default,,0000,0000,0000,,met some people who say, you know what, I
Dialogue: 0,0:29:36.02,0:29:37.69,Default,,0000,0000,0000,,can code eighty-five percent of the time and\Nmanage
Dialogue: 0,0:29:37.69,0:29:39.79,Default,,0000,0000,0000,,fifteen percent of the time. And that's fantastic\Nif
Dialogue: 0,0:29:39.79,0:29:42.05,Default,,0000,0000,0000,,you can do that. It's really gonna depend\Non
Dialogue: 0,0:29:42.05,0:29:43.71,Default,,0000,0000,0000,,the needs of your company and the size of
Dialogue: 0,0:29:43.71,0:29:46.97,Default,,0000,0000,0000,,your company. It is absolutely your job to\Nstay
Dialogue: 0,0:29:46.97,0:29:49.26,Default,,0000,0000,0000,,technical. You are supervising technical people.\NYou need to
Dialogue: 0,0:29:49.26,0:29:51.15,Default,,0000,0000,0000,,know what they're talking about.
Dialogue: 0,0:29:51.15,0:29:53.57,Default,,0000,0000,0000,,Having said that, your priority is no longer\Nwriting
Dialogue: 0,0:29:53.57,0:29:57.74,Default,,0000,0000,0000,,code. That's your team's job. You might be\Nthe
Dialogue: 0,0:29:57.74,0:29:59.16,Default,,0000,0000,0000,,only person on the team who can go brief
Dialogue: 0,0:29:59.16,0:30:01.21,Default,,0000,0000,0000,,the executives. You're the only one, I've\Nhad to
Dialogue: 0,0:30:01.21,0:30:02.77,Default,,0000,0000,0000,,take an hour out of my day to look
Dialogue: 0,0:30:02.77,0:30:05.68,Default,,0000,0000,0000,,at everyone's expense reports. That's not\Nexactly more fun
Dialogue: 0,0:30:05.68,0:30:07.95,Default,,0000,0000,0000,,than writing code, but those expense reports\Nmatter to
Dialogue: 0,0:30:07.95,0:30:09.80,Default,,0000,0000,0000,,the people who are waiting on that money.\NSo
Dialogue: 0,0:30:09.80,0:30:11.15,Default,,0000,0000,0000,,you're gonna have other priorities that are\Ngonna come
Dialogue: 0,0:30:11.15,0:30:12.63,Default,,0000,0000,0000,,up on that code.
Dialogue: 0,0:30:12.63,0:30:13.78,Default,,0000,0000,0000,,So usually I like to give a little bit
Dialogue: 0,0:30:13.78,0:30:15.23,Default,,0000,0000,0000,,of advice. If you want to stay involved in
Dialogue: 0,0:30:15.23,0:30:18.59,Default,,0000,0000,0000,,the code, a couple of things you can do:
Dialogue: 0,0:30:18.59,0:30:24.11,Default,,0000,0000,0000,,So, number one, participate in code reviews.\NI do
Dialogue: 0,0:30:24.11,0:30:25.50,Default,,0000,0000,0000,,a lot of code reviews these days. I don't
Dialogue: 0,0:30:25.50,0:30:26.82,Default,,0000,0000,0000,,write a lot of code from scratch, but I
Dialogue: 0,0:30:26.82,0:30:28.71,Default,,0000,0000,0000,,do at least stay involved in the code by
Dialogue: 0,0:30:28.71,0:30:31.58,Default,,0000,0000,0000,,being part of the review process, downloading\Nit, poking
Dialogue: 0,0:30:31.58,0:30:33.06,Default,,0000,0000,0000,,it, running the tests and that kind of stuff,
Dialogue: 0,0:30:33.06,0:30:34.45,Default,,0000,0000,0000,,and it's a great way to continue to learn
Dialogue: 0,0:30:34.45,0:30:35.78,Default,,0000,0000,0000,,and stay involved.
Dialogue: 0,0:30:35.78,0:30:38.17,Default,,0000,0000,0000,,It's very important that if you decide a part
Dialogue: 0,0:30:38.17,0:30:40.51,Default,,0000,0000,0000,,of your day job should still involve working\Non
Dialogue: 0,0:30:40.51,0:30:42.98,Default,,0000,0000,0000,,code, I would recommend not working on critical\Npath
Dialogue: 0,0:30:42.98,0:30:45.70,Default,,0000,0000,0000,,items. Because, again, there may be some management\Ncrisis
Dialogue: 0,0:30:45.70,0:30:47.74,Default,,0000,0000,0000,,that comes up that only you can work on.
Dialogue: 0,0:30:47.74,0:30:49.26,Default,,0000,0000,0000,,And it would suck to hold the whole team
Dialogue: 0,0:30:49.26,0:30:51.43,Default,,0000,0000,0000,,up just because you haven't finished your\Nchunk of
Dialogue: 0,0:30:51.43,0:30:54.26,Default,,0000,0000,0000,,the code. So look for opportunities of maybe\Nsome,
Dialogue: 0,0:30:54.26,0:30:57.25,Default,,0000,0000,0000,,some low-hanging fruit, some quick wins. I\Nactually, just
Dialogue: 0,0:30:57.25,0:30:59.01,Default,,0000,0000,0000,,the other day, picked up some code and successfully
Dialogue: 0,0:30:59.01,0:31:01.66,Default,,0000,0000,0000,,merged to master because I was working some\Ndefects
Dialogue: 0,0:31:01.66,0:31:03.80,Default,,0000,0000,0000,,that weren't on the critical path. But they\Ngot
Dialogue: 0,0:31:03.80,0:31:05.22,Default,,0000,0000,0000,,in and it was nice and I still got
Dialogue: 0,0:31:05.22,0:31:07.91,Default,,0000,0000,0000,,to, to exercise my code writing skills.
Dialogue: 0,0:31:07.91,0:31:10.23,Default,,0000,0000,0000,,Also, maybe work on some side projects. That's\Nusually
Dialogue: 0,0:31:10.23,0:31:11.93,Default,,0000,0000,0000,,how I try to stay in, involved with things
Dialogue: 0,0:31:11.93,0:31:14.02,Default,,0000,0000,0000,,that are going on in technology. You just\Nmight
Dialogue: 0,0:31:14.02,0:31:15.20,Default,,0000,0000,0000,,not have a lot of time during your day
Dialogue: 0,0:31:15.20,0:31:17.36,Default,,0000,0000,0000,,job to write code anymore. So your mileage\Nis
Dialogue: 0,0:31:17.36,0:31:19.29,Default,,0000,0000,0000,,gonna vary. I left my last job because I
Dialogue: 0,0:31:19.29,0:31:21.21,Default,,0000,0000,0000,,knew at that job, to continue up the management
Dialogue: 0,0:31:21.21,0:31:23.37,Default,,0000,0000,0000,,chain meant I could no longer write code,\Nperiod.
Dialogue: 0,0:31:23.37,0:31:24.66,Default,,0000,0000,0000,,And I didn't want that. So I went to
Dialogue: 0,0:31:24.66,0:31:26.03,Default,,0000,0000,0000,,a smaller company, and I still have about\Nten
Dialogue: 0,0:31:26.03,0:31:27.57,Default,,0000,0000,0000,,percent of my day where I get to be
Dialogue: 0,0:31:27.57,0:31:28.70,Default,,0000,0000,0000,,in the code in one way or the other.
Dialogue: 0,0:31:28.70,0:31:31.05,Default,,0000,0000,0000,,So I feel pretty good about that.
Dialogue: 0,0:31:31.05,0:31:33.85,Default,,0000,0000,0000,,Can I still be friends with my employees?\NThis
Dialogue: 0,0:31:33.85,0:31:36.17,Default,,0000,0000,0000,,is a tricky one. The answer is yes, sort
Dialogue: 0,0:31:36.17,0:31:38.99,Default,,0000,0000,0000,,of. Again, many of you may be promoted out
Dialogue: 0,0:31:38.99,0:31:41.06,Default,,0000,0000,0000,,of the very ranks where your friends are.\NYet,
Dialogue: 0,0:31:41.06,0:31:43.37,Default,,0000,0000,0000,,we're all fellow engineers. We're, we're,\Nwe hang out,
Dialogue: 0,0:31:43.37,0:31:46.31,Default,,0000,0000,0000,,we go to beers. Now I'm their boss. This
Dialogue: 0,0:31:46.31,0:31:50.15,Default,,0000,0000,0000,,is a very sensitive topic. So, if you want
Dialogue: 0,0:31:50.15,0:31:52.37,Default,,0000,0000,0000,,to be friends with your employees, that's,\Nthat's completely
Dialogue: 0,0:31:52.37,0:31:54.58,Default,,0000,0000,0000,,fine, but it is very important that you have
Dialogue: 0,0:31:54.58,0:31:56.26,Default,,0000,0000,0000,,a system of firewalls in place so that you're
Dialogue: 0,0:31:56.26,0:31:59.79,Default,,0000,0000,0000,,separating your personal relationship from\Nyour professional relationship. And
Dialogue: 0,0:31:59.79,0:32:01.51,Default,,0000,0000,0000,,you have to think very hard about the impact
Dialogue: 0,0:32:01.51,0:32:03.37,Default,,0000,0000,0000,,of your friendship and how public you are\Nwith
Dialogue: 0,0:32:03.37,0:32:05.98,Default,,0000,0000,0000,,your friendship on the rest of the company.
Dialogue: 0,0:32:05.98,0:32:08.88,Default,,0000,0000,0000,,If Jeff the engineer hangs out with Jane the
Dialogue: 0,0:32:08.88,0:32:10.69,Default,,0000,0000,0000,,manager all the time and he's at her house
Dialogue: 0,0:32:10.69,0:32:12.74,Default,,0000,0000,0000,,and their spouses are best friends and, you\Nknow
Dialogue: 0,0:32:12.74,0:32:15.37,Default,,0000,0000,0000,,they're doing things every weekend and, and\Ntheir kids
Dialogue: 0,0:32:15.37,0:32:17.83,Default,,0000,0000,0000,,play together, and then Jeff wins engineer\Nof the
Dialogue: 0,0:32:17.83,0:32:19.80,Default,,0000,0000,0000,,quarter. How does that come across to the\Nrest
Dialogue: 0,0:32:19.80,0:32:22.07,Default,,0000,0000,0000,,of the team? He might actually be worthy of
Dialogue: 0,0:32:22.07,0:32:23.75,Default,,0000,0000,0000,,engineer of the quarter, but perception is\Nreality. So
Dialogue: 0,0:32:23.75,0:32:25.14,Default,,0000,0000,0000,,you have to be very, very sensitive to the
Dialogue: 0,0:32:25.14,0:32:26.92,Default,,0000,0000,0000,,realities of that if you're going to maintain\Nthose
Dialogue: 0,0:32:26.92,0:32:28.06,Default,,0000,0000,0000,,friendships.
Dialogue: 0,0:32:28.06,0:32:30.28,Default,,0000,0000,0000,,It can also go the other way. I actually
Dialogue: 0,0:32:30.28,0:32:32.16,Default,,0000,0000,0000,,had a boss where I worked with, who was
Dialogue: 0,0:32:32.16,0:32:33.37,Default,,0000,0000,0000,,a very good friend of mine. He brought me
Dialogue: 0,0:32:33.37,0:32:36.28,Default,,0000,0000,0000,,onto his team. And we have a very saucy
Dialogue: 0,0:32:36.28,0:32:39.42,Default,,0000,0000,0000,,relationship. He'll tell no, eff you, and\NI'll say
Dialogue: 0,0:32:39.42,0:32:40.72,Default,,0000,0000,0000,,eff you and then we hug and have a
Dialogue: 0,0:32:40.72,0:32:42.15,Default,,0000,0000,0000,,beer and it's fine. And that's fine. But he
Dialogue: 0,0:32:42.15,0:32:43.44,Default,,0000,0000,0000,,actually said that to me in the work place
Dialogue: 0,0:32:43.44,0:32:45.12,Default,,0000,0000,0000,,once. And he said it in front of other
Dialogue: 0,0:32:45.12,0:32:50.01,Default,,0000,0000,0000,,co-workers. And he was very incapable, ultimately,\Nof separating
Dialogue: 0,0:32:50.01,0:32:51.56,Default,,0000,0000,0000,,how we spoke to each other as friends at
Dialogue: 0,0:32:51.56,0:32:53.13,Default,,0000,0000,0000,,the bar, from how we spoke to each in
Dialogue: 0,0:32:53.13,0:32:54.85,Default,,0000,0000,0000,,the work place, and it actually caused a lot
Dialogue: 0,0:32:54.85,0:32:56.75,Default,,0000,0000,0000,,of problems on our team. And it actually upset
Dialogue: 0,0:32:56.75,0:32:58.10,Default,,0000,0000,0000,,me a lot, because I would never allow a
Dialogue: 0,0:32:58.10,0:33:00.02,Default,,0000,0000,0000,,boss to say that to me. And he couldn't
Dialogue: 0,0:33:00.02,0:33:01.73,Default,,0000,0000,0000,,put his boss hat on and put his friend
Dialogue: 0,0:33:01.73,0:33:03.85,Default,,0000,0000,0000,,hat aside, so I had, I ended up leaving
Dialogue: 0,0:33:03.85,0:33:05.77,Default,,0000,0000,0000,,that team and he's still one of my best
Dialogue: 0,0:33:05.77,0:33:07.74,Default,,0000,0000,0000,,friends and I will never work for him again.
Dialogue: 0,0:33:07.74,0:33:10.21,Default,,0000,0000,0000,,He's actually a good guy. He's a good boss
Dialogue: 0,0:33:10.21,0:33:13.73,Default,,0000,0000,0000,,if you're not his friend. So be very sensitive
Dialogue: 0,0:33:13.73,0:33:15.22,Default,,0000,0000,0000,,to the, to the impact of this. This is
Dialogue: 0,0:33:15.22,0:33:17.77,Default,,0000,0000,0000,,a, this is a, this is a tricky one.
Dialogue: 0,0:33:17.77,0:33:20.74,Default,,0000,0000,0000,,You can be friendly, but, but be careful.
Dialogue: 0,0:33:20.74,0:33:24.57,Default,,0000,0000,0000,,Lastly, do I need to have a PMP certification?
Dialogue: 0,0:33:24.57,0:33:26.86,Default,,0000,0000,0000,,Project manager professional certification\Nor something like that. And
Dialogue: 0,0:33:26.86,0:33:29.11,Default,,0000,0000,0000,,the answer is absolutely not. And, again,\Nit's gonna
Dialogue: 0,0:33:29.11,0:33:30.97,Default,,0000,0000,0000,,depend on the kind of company you're at. If
Dialogue: 0,0:33:30.97,0:33:33.71,Default,,0000,0000,0000,,you're a small company, you may never need\Nthis.
Dialogue: 0,0:33:33.71,0:33:35.27,Default,,0000,0000,0000,,Having said that, the PMP can be nice. It's
Dialogue: 0,0:33:35.27,0:33:36.78,Default,,0000,0000,0000,,nice to have. It's a box checked on your
Dialogue: 0,0:33:36.78,0:33:38.61,Default,,0000,0000,0000,,resume. I've actually had people pick my resume\Nand
Dialogue: 0,0:33:38.61,0:33:40.28,Default,,0000,0000,0000,,say, oh good, you have a PMP. But I
Dialogue: 0,0:33:40.28,0:33:43.50,Default,,0000,0000,0000,,don't think it's gonna exclude you from jobs.\NThe
Dialogue: 0,0:33:43.50,0:33:44.84,Default,,0000,0000,0000,,only exception might be if you go into a
Dialogue: 0,0:33:44.84,0:33:46.34,Default,,0000,0000,0000,,very, very large company.
Dialogue: 0,0:33:46.34,0:33:47.95,Default,,0000,0000,0000,,The government act- the reason I have my PMP
Dialogue: 0,0:33:47.95,0:33:50.68,Default,,0000,0000,0000,,is the government decided they wouldn't allow\Nprogram managers
Dialogue: 0,0:33:50.68,0:33:53.21,Default,,0000,0000,0000,,that didn't have a PMP certification, so away\NI
Dialogue: 0,0:33:53.21,0:33:55.28,Default,,0000,0000,0000,,went to class. That's why I'm not in government
Dialogue: 0,0:33:55.28,0:33:56.38,Default,,0000,0000,0000,,contracting anymore, for many reasons.
Dialogue: 0,0:33:56.38,0:34:00.67,Default,,0000,0000,0000,,A few final thoughts. It's important that\Nyou self-examine
Dialogue: 0,0:34:00.67,0:34:02.33,Default,,0000,0000,0000,,all the time. Think about the type of leader
Dialogue: 0,0:34:02.33,0:34:04.39,Default,,0000,0000,0000,,you want to be versus the kind of leader
Dialogue: 0,0:34:04.39,0:34:06.86,Default,,0000,0000,0000,,you're actually being. So I kind of wanted\Nto
Dialogue: 0,0:34:06.86,0:34:08.71,Default,,0000,0000,0000,,close out here by sharing a few key leadership
Dialogue: 0,0:34:08.71,0:34:11.40,Default,,0000,0000,0000,,principles and thoughts that guide me personally,\Njust to
Dialogue: 0,0:34:11.40,0:34:13.14,Default,,0000,0000,0000,,let you know what kind of leader I actually
Dialogue: 0,0:34:13.14,0:34:15.84,Default,,0000,0000,0000,,am. I hope. On a good day.
Dialogue: 0,0:34:15.84,0:34:17.34,Default,,0000,0000,0000,,That last bullet is very important to me.\NLeaders
Dialogue: 0,0:34:17.34,0:34:19.36,Default,,0000,0000,0000,,eat last. Goes back to that concept I told
Dialogue: 0,0:34:19.36,0:34:21.14,Default,,0000,0000,0000,,you about with the, the team leader who took
Dialogue: 0,0:34:21.14,0:34:22.58,Default,,0000,0000,0000,,all the best work for himself and left his
Dialogue: 0,0:34:22.58,0:34:27.48,Default,,0000,0000,0000,,leavings for the minions. He was eating first.
Dialogue: 0,0:34:27.48,0:34:29.59,Default,,0000,0000,0000,,I had a boss once who, we said, you
Dialogue: 0,0:34:29.59,0:34:31.25,Default,,0000,0000,0000,,know what, we want to go to training. We
Dialogue: 0,0:34:31.25,0:34:32.94,Default,,0000,0000,0000,,put together a training plan for him. We said,
Dialogue: 0,0:34:32.94,0:34:34.73,Default,,0000,0000,0000,,this is the course. This is the location.\NThese
Dialogue: 0,0:34:34.73,0:34:36.50,Default,,0000,0000,0000,,are the people we think should go. He looked
Dialogue: 0,0:34:36.50,0:34:37.80,Default,,0000,0000,0000,,at it and he said, that looks pretty good.
Dialogue: 0,0:34:37.80,0:34:39.87,Default,,0000,0000,0000,,And then he sent himself to training. He went
Dialogue: 0,0:34:39.87,0:34:42.31,Default,,0000,0000,0000,,to the training himself. And we said well,\Nwhy
Dialogue: 0,0:34:42.31,0:34:44.31,Default,,0000,0000,0000,,did you do that? And he said, well, I
Dialogue: 0,0:34:44.31,0:34:45.90,Default,,0000,0000,0000,,wanted to make sure the training was appropriate\Nfor
Dialogue: 0,0:34:45.90,0:34:50.22,Default,,0000,0000,0000,,you. That was a really informative moment\Nfor me.
Dialogue: 0,0:34:50.22,0:34:51.85,Default,,0000,0000,0000,,I've learned a lot from my bad bosses believe
Dialogue: 0,0:34:51.85,0:34:53.84,Default,,0000,0000,0000,,it or not. I've taken a lot of notes.
Dialogue: 0,0:34:53.84,0:34:54.99,Default,,0000,0000,0000,,And I saw how devastating that impact was\Non
Dialogue: 0,0:34:54.99,0:34:57.02,Default,,0000,0000,0000,,the team. Not only because he was eating first
Dialogue: 0,0:34:57.02,0:34:59.25,Default,,0000,0000,0000,,and taking training before anyone else in\Nhis team,
Dialogue: 0,0:34:59.25,0:35:00.83,Default,,0000,0000,0000,,but also the lack of trust that that implied.
Dialogue: 0,0:35:00.83,0:35:02.15,Default,,0000,0000,0000,,He didn't trust you to go to training and
Dialogue: 0,0:35:02.15,0:35:04.42,Default,,0000,0000,0000,,come back and give him an assessment of whether
Dialogue: 0,0:35:04.42,0:35:06.75,Default,,0000,0000,0000,,or not he should send other folks. So it's
Dialogue: 0,0:35:06.75,0:35:08.66,Default,,0000,0000,0000,,very important that you put your team first.\NYour
Dialogue: 0,0:35:08.66,0:35:11.67,Default,,0000,0000,0000,,teams' needs come first at all times.
Dialogue: 0,0:35:11.67,0:35:12.61,Default,,0000,0000,0000,,Lead from the front. What does that mean?\NIt
Dialogue: 0,0:35:12.61,0:35:14.84,Default,,0000,0000,0000,,means don't do, don't ask them to do anything
Dialogue: 0,0:35:14.84,0:35:15.93,Default,,0000,0000,0000,,you are not willing to do yourself. If you
Dialogue: 0,0:35:15.93,0:35:20.02,Default,,0000,0000,0000,,don't want to work weekends, why should they?\NThey,
Dialogue: 0,0:35:20.02,0:35:21.32,Default,,0000,0000,0000,,you don't want to do the unfun work. You
Dialogue: 0,0:35:21.32,0:35:23.57,Default,,0000,0000,0000,,don't want to do QA. QA is unfun sometimes,
Dialogue: 0,0:35:23.57,0:35:25.34,Default,,0000,0000,0000,,but I do it because I expect them to
Dialogue: 0,0:35:25.34,0:35:28.03,Default,,0000,0000,0000,,do it. Leading from the front is the difference
Dialogue: 0,0:35:28.03,0:35:29.80,Default,,0000,0000,0000,,between being on the top picture and being\Non
Dialogue: 0,0:35:29.80,0:35:35.42,Default,,0000,0000,0000,,the bottom picture.
Dialogue: 0,0:35:35.42,0:35:37.23,Default,,0000,0000,0000,,Along similar lines, it's not your employees'\Njob to
Dialogue: 0,0:35:37.23,0:35:39.21,Default,,0000,0000,0000,,feel your pain. There's nothing worse than\Na boss
Dialogue: 0,0:35:39.21,0:35:41.51,Default,,0000,0000,0000,,who complains down and expects their employees\Nto make
Dialogue: 0,0:35:41.51,0:35:43.91,Default,,0000,0000,0000,,sure that their job is happy. Your job is
Dialogue: 0,0:35:43.91,0:35:45.62,Default,,0000,0000,0000,,to make their job happy. That's what your\Njob
Dialogue: 0,0:35:45.62,0:35:48.67,Default,,0000,0000,0000,,is. If you want to complain about your pain,
Dialogue: 0,0:35:48.67,0:35:50.40,Default,,0000,0000,0000,,that's what your boss is for. It flows uphill.
Dialogue: 0,0:35:50.40,0:35:52.46,Default,,0000,0000,0000,,It doesn't go down. A lot of bosses cannot
Dialogue: 0,0:35:52.46,0:35:55.88,Default,,0000,0000,0000,,maintain that separation, particularly if\Nthey're friends with their
Dialogue: 0,0:35:55.88,0:35:59.76,Default,,0000,0000,0000,,employees. So nobody cares what you want.\NYour job
Dialogue: 0,0:35:59.76,0:36:01.31,Default,,0000,0000,0000,,is to make sure the work gets done. Their
Dialogue: 0,0:36:01.31,0:36:02.77,Default,,0000,0000,0000,,job is to execute on that work. Not stop
Dialogue: 0,0:36:02.77,0:36:04.56,Default,,0000,0000,0000,,what they're doing to console you or make\Nyou
Dialogue: 0,0:36:04.56,0:36:05.98,Default,,0000,0000,0000,,feel better about your day.
Dialogue: 0,0:36:05.98,0:36:08.69,Default,,0000,0000,0000,,I believe a high-performing team will always\Nbe greater
Dialogue: 0,0:36:08.69,0:36:10.46,Default,,0000,0000,0000,,than the sum of its parts. The ten x
Dialogue: 0,0:36:10.46,0:36:12.31,Default,,0000,0000,0000,,engineers are great, they're great to have\Non your
Dialogue: 0,0:36:12.31,0:36:14.74,Default,,0000,0000,0000,,team. I believe a team of average engineers\Ntruly
Dialogue: 0,0:36:14.74,0:36:17.95,Default,,0000,0000,0000,,working together will always outperform that\None engineer. I
Dialogue: 0,0:36:17.95,0:36:20.43,Default,,0000,0000,0000,,like to cult. So, everything I do, every moment
Dialogue: 0,0:36:20.43,0:36:22.08,Default,,0000,0000,0000,,of my day is really about, am I establishing
Dialogue: 0,0:36:22.08,0:36:24.07,Default,,0000,0000,0000,,a team environment? Am I establishing the\Nkind of
Dialogue: 0,0:36:24.07,0:36:27.55,Default,,0000,0000,0000,,culture where team comes first? And, again,\Ntrying to
Dialogue: 0,0:36:27.55,0:36:29.08,Default,,0000,0000,0000,,be selfless is a great way to start if
Dialogue: 0,0:36:29.08,0:36:30.68,Default,,0000,0000,0000,,you want to cultivate that kind of environment.
Dialogue: 0,0:36:30.68,0:36:33.71,Default,,0000,0000,0000,,Finally, you're never done learning. Another\Nquote from Vince
Dialogue: 0,0:36:33.71,0:36:36.55,Default,,0000,0000,0000,,Lambardi. Leaders are not born, they are made,\Nand
Dialogue: 0,0:36:36.55,0:36:38.53,Default,,0000,0000,0000,,they are made just like anything else: through\Nhard
Dialogue: 0,0:36:38.53,0:36:39.90,Default,,0000,0000,0000,,work. And that's the price we'll have to pay
Dialogue: 0,0:36:39.90,0:36:43.27,Default,,0000,0000,0000,,to achieve that goal, or any goal. I've been
Dialogue: 0,0:36:43.27,0:36:45.41,Default,,0000,0000,0000,,studying this for eighteen years. I'm gonna\Nstudy it
Dialogue: 0,0:36:45.41,0:36:46.68,Default,,0000,0000,0000,,for the rest of my life. I will always
Dialogue: 0,0:36:46.68,0:36:49.13,Default,,0000,0000,0000,,continue to improve, hopefully. I'm always\Ntrying to learn
Dialogue: 0,0:36:49.13,0:36:52.27,Default,,0000,0000,0000,,new things, talk to other leaders, read books.\NI
Dialogue: 0,0:36:52.27,0:36:53.58,Default,,0000,0000,0000,,may do this presentation in a year. It may
Dialogue: 0,0:36:53.58,0:36:55.19,Default,,0000,0000,0000,,be completely different, cause maybe, I hope,\NI hope
Dialogue: 0,0:36:55.19,0:36:56.83,Default,,0000,0000,0000,,it's different. Cause I hope I've learned\Nsomething new
Dialogue: 0,0:36:56.83,0:36:59.63,Default,,0000,0000,0000,,and amazing about leadership that I can share.
Dialogue: 0,0:36:59.63,0:37:03.30,Default,,0000,0000,0000,,Lastly, I'd like to leave with a quote on,
Dialogue: 0,0:37:03.30,0:37:05.47,Default,,0000,0000,0000,,from Admiral Grace Hopper, a pioneer in the\Ncomputer
Dialogue: 0,0:37:05.47,0:37:08.09,Default,,0000,0000,0000,,science industry, great military leader. He\Nsaid, you manage
Dialogue: 0,0:37:08.09,0:37:10.60,Default,,0000,0000,0000,,things. You lead people. The key to being\Na
Dialogue: 0,0:37:10.60,0:37:13.65,Default,,0000,0000,0000,,good boss is really understand the nuance\Nof that.
Dialogue: 0,0:37:13.65,0:37:16.17,Default,,0000,0000,0000,,You manage things. You lead people. You use\Nthings.
Dialogue: 0,0:37:16.17,0:37:19.11,Default,,0000,0000,0000,,You don't use people. Understanding the difference\Nbetween those
Dialogue: 0,0:37:19.11,0:37:22.75,Default,,0000,0000,0000,,concepts is really the key to leadership.
Dialogue: 0,0:37:22.75,0:37:24.36,Default,,0000,0000,0000,,I said I'd tell you where to find resources
Dialogue: 0,0:37:24.36,0:37:25.77,Default,,0000,0000,0000,,so I'm gonna put this up right here. I
Dialogue: 0,0:37:25.77,0:37:27.72,Default,,0000,0000,0000,,will share on the next slide, there's going\Nto
Dialogue: 0,0:37:27.72,0:37:29.72,Default,,0000,0000,0000,,be a, a link to my deck, so don't
Dialogue: 0,0:37:29.72,0:37:31.14,Default,,0000,0000,0000,,feel you have to write this down right now.
Dialogue: 0,0:37:31.14,0:37:32.75,Default,,0000,0000,0000,,Very quickly, if you're tr- if your company\Nwill
Dialogue: 0,0:37:32.75,0:37:34.64,Default,,0000,0000,0000,,pay for training, take advantage of it. It\Nmay
Dialogue: 0,0:37:34.64,0:37:37.57,Default,,0000,0000,0000,,sound dorky to go to a week-long communication\Nclass.
Dialogue: 0,0:37:37.57,0:37:38.86,Default,,0000,0000,0000,,There's a lot you can learn if you're humble
Dialogue: 0,0:37:38.86,0:37:41.96,Default,,0000,0000,0000,,enough to admit you have something to learn.\NThere's
Dialogue: 0,0:37:41.96,0:37:43.56,Default,,0000,0000,0000,,a lot of free resources on the internet. TED
Dialogue: 0,0:37:43.56,0:37:45.38,Default,,0000,0000,0000,,talks. There's a lot of talks about leadership\Nthere.
Dialogue: 0,0:37:45.38,0:37:46.74,Default,,0000,0000,0000,,There's other videos I'm sure you can go out
Dialogue: 0,0:37:46.74,0:37:48.34,Default,,0000,0000,0000,,and seek it. There's a lot of videos of
Dialogue: 0,0:37:48.34,0:37:49.28,Default,,0000,0000,0000,,notable speakers.
Dialogue: 0,0:37:49.28,0:37:52.17,Default,,0000,0000,0000,,PMI is the Project Management Institute. If\Nyou have
Dialogue: 0,0:37:52.17,0:37:55.43,Default,,0000,0000,0000,,your PMP certification, they have free resources.\NWebinars, dinners
Dialogue: 0,0:37:55.43,0:37:58.71,Default,,0000,0000,0000,,you can go to. History is a really important
Dialogue: 0,0:37:58.71,0:38:00.91,Default,,0000,0000,0000,,one. We're at RailsConf thinking, like, oh\Nmy god,
Dialogue: 0,0:38:00.91,0:38:04.29,Default,,0000,0000,0000,,Rails is ten years old. We're so old. Leadership
Dialogue: 0,0:38:04.29,0:38:05.90,Default,,0000,0000,0000,,has been around since the dawn of man. Since
Dialogue: 0,0:38:05.90,0:38:07.46,Default,,0000,0000,0000,,one caveman turned to another and said, you\Nknow
Dialogue: 0,0:38:07.46,0:38:10.11,Default,,0000,0000,0000,,what, if we got some guys together, we could
Dialogue: 0,0:38:10.11,0:38:11.67,Default,,0000,0000,0000,,kill that mammoth.
Dialogue: 0,0:38:11.67,0:38:13.63,Default,,0000,0000,0000,,That's project management right there. You\Nstab the left
Dialogue: 0,0:38:13.63,0:38:14.94,Default,,0000,0000,0000,,side. That's your job. And I'm gonna stab\Nthe
Dialogue: 0,0:38:14.94,0:38:17.12,Default,,0000,0000,0000,,right side. And our success criteria will\Nbe the
Dialogue: 0,0:38:17.12,0:38:18.77,Default,,0000,0000,0000,,mammoth is dead.
Dialogue: 0,0:38:18.77,0:38:23.38,Default,,0000,0000,0000,,So don't be afraid to look. Obviously management,\Nleadership
Dialogue: 0,0:38:23.38,0:38:25.03,Default,,0000,0000,0000,,is an evolving art, and yet some of the
Dialogue: 0,0:38:25.03,0:38:28.39,Default,,0000,0000,0000,,fundamental things that drive people are,\Nhave remained the
Dialogue: 0,0:38:28.39,0:38:30.42,Default,,0000,0000,0000,,same over thousands of years. Sun Su's Art\Nof
Dialogue: 0,0:38:30.42,0:38:33.50,Default,,0000,0000,0000,,War is still studied by military leaders today.\NAbraham
Dialogue: 0,0:38:33.50,0:38:35.55,Default,,0000,0000,0000,,Lincoln, the great sixteenth American President\Nhas so much
Dialogue: 0,0:38:35.55,0:38:37.36,Default,,0000,0000,0000,,to teach us about how to apply hard power
Dialogue: 0,0:38:37.36,0:38:40.59,Default,,0000,0000,0000,,versus soft power. See the movie Lincoln.\NI am
Dialogue: 0,0:38:40.59,0:38:42.39,Default,,0000,0000,0000,,the President of the United States clothed\Nin immense
Dialogue: 0,0:38:42.39,0:38:44.28,Default,,0000,0000,0000,,power and I will have this bill. That's hard
Dialogue: 0,0:38:44.28,0:38:46.60,Default,,0000,0000,0000,,power. But then the other scene where he's\Ntalking
Dialogue: 0,0:38:46.60,0:38:48.29,Default,,0000,0000,0000,,to Tom Lee Jones, the senator, and he's convincing
Dialogue: 0,0:38:48.29,0:38:49.98,Default,,0000,0000,0000,,him. Cause that guy doesn't have to listen\Nto
Dialogue: 0,0:38:49.98,0:38:51.55,Default,,0000,0000,0000,,him. He said, let me tell you a story.
Dialogue: 0,0:38:51.55,0:38:53.60,Default,,0000,0000,0000,,Let me show you an analogy about why you
Dialogue: 0,0:38:53.60,0:38:55.70,Default,,0000,0000,0000,,need to do this. Let me convince you. Soft
Dialogue: 0,0:38:55.70,0:38:57.04,Default,,0000,0000,0000,,power.
Dialogue: 0,0:38:57.04,0:38:59.60,Default,,0000,0000,0000,,So study great leaders in history. Church\NHill, Steve
Dialogue: 0,0:38:59.60,0:39:02.99,Default,,0000,0000,0000,,Jobs. Go as far back as you want. I'm
Dialogue: 0,0:39:02.99,0:39:05.04,Default,,0000,0000,0000,,a reader. I like books. I looked up management
Dialogue: 0,0:39:05.04,0:39:07.83,Default,,0000,0000,0000,,on Amazon. I got back 900,000 hits, so there
Dialogue: 0,0:39:07.83,0:39:10.06,Default,,0000,0000,0000,,are plenty of books out there. I will quote
Dialogue: 0,0:39:10.06,0:39:11.99,Default,,0000,0000,0000,,DHH a little bit here and say beware of
Dialogue: 0,0:39:11.99,0:39:14.25,Default,,0000,0000,0000,,books that are diet-esque, in other words,\Nthis management
Dialogue: 0,0:39:14.25,0:39:16.42,Default,,0000,0000,0000,,style will change your life in fifteen minutes.\NSo
Dialogue: 0,0:39:16.42,0:39:18.16,Default,,0000,0000,0000,,take it with a grain of salt.
Dialogue: 0,0:39:18.16,0:39:19.74,Default,,0000,0000,0000,,These are three books I recommend. I just\Nread
Dialogue: 0,0:39:19.74,0:39:21.26,Default,,0000,0000,0000,,them. And, again, going back to that learning\Nfrom
Dialogue: 0,0:39:21.26,0:39:23.36,Default,,0000,0000,0000,,people in history, Dale Carnegie wrote a tremendous\Nbook
Dialogue: 0,0:39:23.36,0:39:25.39,Default,,0000,0000,0000,,called How to Make Friends and Influence People,\Nwhich
Dialogue: 0,0:39:25.39,0:39:27.35,Default,,0000,0000,0000,,is really about the art of communication.\NHow to
Dialogue: 0,0:39:27.35,0:39:30.49,Default,,0000,0000,0000,,write criticism without crushing people. How\Nto, how to,
Dialogue: 0,0:39:30.49,0:39:33.54,Default,,0000,0000,0000,,how to basically influence, influence folks\Nin a positive
Dialogue: 0,0:39:33.54,0:39:35.21,Default,,0000,0000,0000,,way. He wrote that in 1935 and it still
Dialogue: 0,0:39:35.21,0:39:36.84,Default,,0000,0000,0000,,resonates today. It's still one of the twelve\Nmost
Dialogue: 0,0:39:36.84,0:39:39.80,Default,,0000,0000,0000,,influential business books I think in some,\Nsome article
Dialogue: 0,0:39:39.80,0:39:42.41,Default,,0000,0000,0000,,by Business Inc. Warren Buffet said that book\Nchanged
Dialogue: 0,0:39:42.41,0:39:44.09,Default,,0000,0000,0000,,his life. And he's a billionaire, so maybe\Nhe
Dialogue: 0,0:39:44.09,0:39:46.01,Default,,0000,0000,0000,,knows some stuff.
Dialogue: 0,0:39:46.01,0:39:47.64,Default,,0000,0000,0000,,And then, finally, again, studying frameworks.\NAgile Samurai is
Dialogue: 0,0:39:47.64,0:39:49.36,Default,,0000,0000,0000,,a great touch point if you want to get
Dialogue: 0,0:39:49.36,0:39:52.79,Default,,0000,0000,0000,,into learning about Agile frameworks. And\NI finished right
Dialogue: 0,0:39:52.79,0:39:55.14,Default,,0000,0000,0000,,on time, so go me. If you want to
Dialogue: 0,0:39:55.14,0:39:57.49,Default,,0000,0000,0000,,find me on Twitter at mad_typist. Learn from\Nthe
Dialogue: 0,0:39:57.49,0:39:59.16,Default,,0000,0000,0000,,leaders around you as well. I'm happy to talk
Dialogue: 0,0:39:59.16,0:40:01.34,Default,,0000,0000,0000,,to you about my thoughts on leadership at\Nany
Dialogue: 0,0:40:01.34,0:40:03.13,Default,,0000,0000,0000,,time. If you want to see my terrible public
Dialogue: 0,0:40:03.13,0:40:05.78,Default,,0000,0000,0000,,code, it's right there on GitHub. You can\Nactually
Dialogue: 0,0:40:05.78,0:40:07.00,Default,,0000,0000,0000,,look at my commit record and you know when
Dialogue: 0,0:40:07.00,0:40:09.19,Default,,0000,0000,0000,,releases are happening, cause it goes stark\Nwhite because
Dialogue: 0,0:40:09.19,0:40:10.71,Default,,0000,0000,0000,,I have no time to code because I'm putting
Dialogue: 0,0:40:10.71,0:40:13.14,Default,,0000,0000,0000,,out a thousand fires. And lastly, you can\Nget
Dialogue: 0,0:40:13.14,0:40:15.61,Default,,0000,0000,0000,,these slides on speakerdeck. That's the link\Nthere.
Dialogue: 0,0:40:15.61,0:40:17.93,Default,,0000,0000,0000,,Thank you guys so much for coming. I think
Dialogue: 0,0:40:17.93,0:40:21.93,Default,,0000,0000,0000,,I've got maybe a minute or two for questions.
Dialogue: 0,0:40:21.93,0:40:24.79,Default,,0000,0000,0000,,Or you can clap first.