Re-engineer Your Leaders: The Power Hub of Your Delivery Process

 


My Audience here are one of:

  • Software SMB’s (Small to Mediums Businesses) owners and  executives who feel the need to  polish their software development and delivery process.
  • Software Development HR experts, who realize the issues and value of leadership in the industry they serve.
  • Software Delivery Leaders and Project Managers who understand that leadership is beyond just a title, and have the guts to master the tools and ideas to distinguish in their positions

And, My Target here is to present to you the earliest crop of Techstamina’s training offerings, the first in a row to follow actually, that is designed to re-engineer your organization’s (or yourself's) power hub, simply its Leaderships. That is  the condensed course on “Leading Software People”. Maybe the earliest in the field to come on the subject by Software People to Software People on field-specific yarn of Leadership.

 My Drives (and probably Yours)

Through many years of getting engaged with software process: its ambitions, issues and challenges, from development to leading and auditing, and like many other experts and industry watcher, I can assure that the most crucial determinant of success in software development is the effectiveness of its leadership. Rest assured that leadership anomalies hide there behind most of the difficulties in managing software projects, teams or even organizations.

So what’s the answer? Simply,  it’s “Well, let’s learn it!”. I’ve seen software people seeking their leadership knowledge and experience from some sort of “unified” or rather generalized sources of knowledge and/or practice in leadership. But, and however respectable the sources are, the bad news here is that leadership is quite much application sensitive. Leading a rugby team is different from leading a team in dancing swimming!  From here came my passion to specialize general leadership principles to the unique character of the development industry to come up with a model that works distinguishably for the software development industry. The output of my keen trial of observations and studying was this course as well as it accompanying book: The Software Leaders' Guide: Your way to effectively lead Software people .

Your Expectations

Through approximately fifteen hours of teaching, coaching and dialoguing, your people (if you’re a company), or yourself (if you are an  individual learner) are challenged to polish, revamp and energize your leadership experience tailored to our own specific field. The target is to come up with the tool kit  that we need to handle the most intricate leadership situations. And ultimately, find our way to implement these new tools and tactics to recharge our team(s) with power to keep a momentum of success.

Again, if you are a company, discover, assess and enhance the your power: that’s your leaderships.

And if your are coming on alone: sharpen your tools and start building that character of a leader who makes a difference.

 Content Outline

The Message of this course is delivered to in three modules, normally on three learning days, each of 5 hours (can extend a bit more depending on people’s interaction and activity in the dialog). This is the best arrangement on time, however other arrangements can be planned depending on a specific company’s schedules.

The First Module provides the Foundation for a host of skills and tips that will follow:

  • Starting with a short workshop, the course mines the experiences of the participants to explore and challenge the paradigms they already have about their roles as leaders for software teams in particular. Understanding what practitioners think and do in their practices is very important when you need to revamp or stratify their skills to the best that can be.
  •  Then, we move to a concise but thorough discussion for the Ecosystem of Today’s Businesses in general,  in the era of knowledge-based economy. The target is to point out the value of leadership compared to the old management paradigm that no longer fits the turbulences in today’s businesses, with our industry being on the top to meet that emerging experience.
  •  Thirdly, we proceed to deepen the understanding for the Foundations of Leadership. A rather unified Mental Image for the role of the leader is built around these foundations in a way that enhances the faith of the leader in his/her role towards his/her people, her organization and himself.

The Second Module takes leadership and delves with it into the specific environment of software development: So the main topic here is Leading Software People:

You can’t lead people until you know them! That’s why we start here by exploring the general character of software people: what they do, how it impacts their psyche and what makes them different from other species of workers. Yes, one class of people in the same job are not the all same, but the impact of the profession, particularly the challenging ones,  certainly leaves some clear common characteristics on its people’s psyche that will help us when we build a model of leadership that works best with people in the profession, leaving the individual differences to daily practice details that we cover too in our treatise.

  • Once the  general characteristics of the process and its people are outlined, we are in a position to assess our need for leadership, and open the toolbox that meets the needs of that mindset(s) that we are required to fuel with power, hope and confidence to do a great job on daily basis.
  • So, it is in this module that The Software Leader’s Toolkit is presented, relating its tools and techniques to the relevant psychological and technical aspects, together with discussions on factual cases that we all used to see in our people/teams.

The Third Module represent an issue that, I can say, is seldom tackled by common leadership educational treatment, It’s  Leading on The Customer Front (and More), a topic that I call Subtle Leadership:

  • The main topic of this module, from which it takes its name, is particularly interesting to Project Managers, those who are engaged with customers as well as their teams in the home-front. With more and more of the projects I’ve audited, I increasingly became aware of the fact that PM’s are in the majority of cases practicing with great knowledge related mostly to a hypothetical or “sterile” environment regarding customers behavior. Failure to understand customers, anticipate their behaviors (early enough), assess any related risks and hence determine the best mitigation tactics is behind in a good percentage of the hurdles that our projects find down the way to success. In very rare cases you meet those PM’s who got the talent to steer things on the customer side subtly for the sake of safe and successful delivery. This seldom found skill is the main subject of this module. Here we establish the background that helps a PM to act as a true leader to follow by the client, examine more the patterns of behaviors of our software clients at this hectic time of knowledge-based economy and then build a good background on how to take the lead in any project, without even letting the client feel it. That’s why where this tactic gets its name from: Subtle Leadership.
  • And inside the same module, I’ve added a very important sub-module, you may name it. A thorough discussion for the two main obstacles or problematic cases we used to see in leading: The Difficult Follower (Follower  is the leadership lngo for “Team Member”), and The Bargaining Customers, a pattern whom we used to see always trying to gain grounds on schedule and/or features in a project. We set some tactics in both cases that can help the leader and the PM to penetrate this offensive case.

I end this module with a topic that I personally like to discuss: Leadership meets Agile. This is mainly focused on how the two topics augment each other and give the leader an edge in his/her practice.

And finally, The Unplanned Module

This is nothing but the one that gathers up throughout dialoguing along with instructing as time allows, as well as after closing of the proceedings. I, with the colleagues that joined the experience, have always found that to be a very rich source of mutual exchange of experience, together with some professional fun.

Availability and Inquiry

 Whether you are a Company or an Individual looking for more information, please write to:

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