Aligning people with differing core values in a team is indeed necessary but difficult. It can kill your project for small teams, for larger teams you will likely need to think your organization keeping the misalignment in mind.
Good reminder that teams are made out of people. It's good to look at the daily standups less as a technical management tool and more as a need to get into the work.
Interesting tips and actions to help frame the conversation. The goal is to get the team better self-organized and directed.
This is a bit cartoonish I'd say but there's some truth to it. I indeed regularly get onto consulting gig where you find out that the people already had the solution to their problem. In those cases it's very often because communication channels are broken somewhere (team don't feel at liberty to share what they noticed, managers having a hard time to listen, etc.).
Interesting ideas in there. It's not enough to pick up that something is off in a conversation. It's better to influence things to defuse the tension. Clearly not that easy to do, will require quite some practice.
Another way to look at the fact that software engineering is a team sport. Missing this fact can lead to problems.
We might start in a software career attracted by the "perfection of the machines" (already debatable) but indeed to make anything meaningful we need to interact with other people. I often say it but I'll say it again: it is a team sport.
Definitely this. Having "heroes" brings obscurity and hide the problems, this prevents management from knowing and handling the issues. This also create lots of missed opportunities for collective learning and improvements.
This is definitely a worthy advice with lots of interesting side effects. For me the main motive beyond cheer curiosity is developing more empathy towards others with different roles.
The advice is sound. Having more written records of such things definitely help teams. It can have a benefit in other forms (notes or todo's) if you do it just for you.
Development is and has to be a team sport indeed.
Interesting article. I especially like how it makes the difference between being kind and nice. That honesty is required if you want to be really kind to others. It nicely shows examples on how to apply this (for instance, but not only, in the context of code reviews).
Interesting take of the cognitive overload in bigger teams which end up with more responsibilities. Indeed splitting the teams and the responsibilities can then be a way out.
Very important points. This can easily turn a project into a death march with rampant undue complexity. Also the proposed guidelines are simple and seem efficient.
Very good list. It sets the bar very high! I know most people will fail on a few of those items. It's fine this gives a good direction and something to aim for.
Interesting little taxonomy of staff engineer roles. This can help to know from where you're talking in your organization.
Definitely a case of a very interesting bug found in production. In the end, the root cause is the loss of context because people working on the components changed. Never underestimate the knowledge lost when someone leaves.
In our industry, we obsess too much over individual performance. In turn it means that the systems we put in place within or around our teams get neglected... this is a problem because it is what has the biggest impact on quality and performance.
Good points to keep in mind regarding team size. It's a delicate balance to strike in an organization.
You think you don't use power on others? Think again, this can be more subtle than you think. Keep it in mind, be mindful and try to use your advantages fairly.