Progressive Development : teams

Motley says: "ALL developers are the same - introverted and logical. No exceptions."

James Waletzky — Wed, 15 Oct 2008 16:49:00 GMT

Summary

Motley: All developers have the same personality type - introverted and logically-minded. A personality test for a developer would be a waste of time.

Maven: Build a diversified team with different personality types; learn what type of personality each person has as everyone is different, and break down communication barriers with this knowledge. A great test is the Insights Discovery profile, which breaks people into cool blue, earth green, sunshine yellow, and fiery red personality types.

______________________________

[Context: Motley hired 3 new developers on the team a few weeks ago and is concerned with the behavior of the new hires in relation to the rest of the team]

Motley: I feel our team is in disarray with 3 new developers that just started on the team. Of course, there is the usual transition period for new team members and an expected time period for the team to get to know the new people, but these guys are a little different than the rest of the team members. I'm not sure what to do about it. Perhaps we made a mistake in our hiring.

Maven: It's tough for a team to take on that many new people in a short time period. However, it may not be so easy to chalk up the difficulties to team transition. How are the new people different?

Motley: Well, the bulk of the team is your stereotypical software developer - very introverted, very logical, do as their told, rely on data to back up an argument, and really doesn't express feelings - characteristics like that. For the new people, we have:

Morris: Morris is a more senior industry hire who likes to mentor people. Even though he is new to the company, he has jumped right in and started to improve the team. Some of the team members are put off by this, as they feel they know more than he does, at least about how the company works. Additionally, he seems to get upset easier than most. One thing that people do like is that he is taking the time to get to know everyone one-on-one.
Maverick: Maverick is absolutely take-charge kind of person. He doesn't take "no" for an answer and gets stuff done as soon as possible. He is unusually extroverted for a software developer, and the other people on the team don't know how to deal with him. He makes decisions without hesitation and keeps pushing people to be as productive as possible, sometimes excessively.
Mavis: One word describes Mavis - "fun". She is already playing jokes on the rest of the team and injecting fun. I love it. However, the rest of the team is a bit taken aback by it and is having a hard time dealing. I've complemented her a couple of times on her work and she seems to eat it up whereas the others on the team dislike public recognition.

Pasted from http://www.insights.com/Files/210_LS_enGB.pdf

Maven: My first observation is that you likely did extremely well with your new hires.

Motley: What gives you that idea? I only gave you a really brief description of each of them. I know you like to pretend your smart - is this another trek into your alternate reality you seem to love so much?

Maven: Always got a dig for me, eh Mot? Your descriptions are enough to know that you have a very diversified team in terms of personalities. The best teams are made up of a wide mix of people - not just your stereotypical developer. In fact, a team of people with all the same personalities likely is not going to optimize their creativity and have as much fun. The trick is for each team member to learn what kind of personality each person has, and cater to their strengths.

Motley: Ok, wise guy. I know you have an answer for everything. Regurgitate all that logic that fills that head of yours and tell me how we can get to know each other very quickly. I do not want to lose years of productivity and morale while everyone learns about each others' habits!

Maven: Well, I just so happen to have a suggestion, as surprising as that may sound. Get everyone on the team to take a personality test.

Motley: I suppose you want us all to go see a psychologist too! Jee whiz, Mave, isn't that a little too "touchy-feely" for a team of developers? They are going to laugh themselves crazy if I suggest that.

Maven: Well, I am totally serious. Sell it to them as a fun couple of hours that they will spend making the overall team more effective. Ask them to humor you and if they do not find it enlightening, you'll buy them drinks after work.

Motley: Great. I am going to go broke.

Maven: Maintain a positive attitude! You have many options with personality tests. My personal favorite is called "Insights Discovery". The test presents you with a set of questions that you will likely feel are completely irrelevant to judging a personality. At least, that is the way I felt. The results, however, astounded me. The personal profile I received nailed my personality, helped me learn about myself, helped me understand others, and helped me manage my interactions with others. By sharing the results with the rest of the team, they now have some strategies with how to more effectively interact with you.

Motley: I have already learned those strategies - humor you by pretending to listen to your banter, give you false complements once in a while to ensure your ego stays high, and make you feel like you are making a difference around here instead of being a useless investment to the company.

Maven: You need to visit "Dr. Feelgood" and take your positive pills. Anyway, I'll ignore your attempt at humor and fill you in. The resulting profile presents four personality types, of which you may be a mix of more than one:

Cool Blue: A person that is cool blue is introverted, indirect, works in a structured way, focuses on process, fears embarrassment, seeks security in preparation, likes data to back up a claim, is thorough, is precise, wants to be correct, and likes time to think before making a decision. Cool blue is a combination of introversion and thinking. Many developers fall in the blue quadrant
Earth Green: A person that is earth green is introverted, emotive, has a slow/easy style, focuses on maintaining relationships, likes attention, wants to be liked, and seeks acceptance through conformance. Earth green is the combination of introversion and feeling. Morris sounds like he is in the green quadrant.
Sunshine Yellow: a person that is sunshine yellow is extraverted, feeling, has a fast and spontaneous style, focuses on relationships, is often sarcastic, likes you to be outgoing, wants to be admired, and makes spontaneous decisions. Sunshine yellow is the combination of extraversion and feeling. Mavis sounds like she is in the yellow quadrant.
Fiery Red: a person that is fiery red is extraverted, thinking, fast and decisive, focuses on productivity, wants to see results, likes you to be brief and smart, and is usually quick and decisive. Fiery red is a combination extraversion and thinking. Maverick sounds like he is in the red quadrant.

Motley: Isn't calling someone by their color a little prejudiced?

Maven: In this case, no. Learn what color each person is and read the portion of their profile that indicates how they deal with people and how people should deal with them. Based on this information, you can make the team much more effective and understand everyone's behaviors much more thoroughly. James was telling me he did this on a previous team, which helped ensure the team was diversified and helped each team member deal with each other and be more empathetic to behaviors. I think he said he was blue, borderline green, which is actually fairly typical for a developer.

Motley: And I suppose all of this costs money?

Maven: Think of it as a team investment. A really good team investment. I don't know what the specific cost is, but it is well worth it. If cost is a major consideration, there are some free tests that you can do on the Internet that may not be as effective but will still provide some results. I am going to persuade every team I join in the future to do this kind of testing as it can only help, not hinder.

Motley: I'll ask for the funds from the boss, but if he laughs at me and it affects my annual review, I am coming after you...

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Maven's Pointer: There are may different personality tests out there, and many of them are available for free. One of the most popular personality designations is the Myers-Briggs personality test. After taking the test, you end up with a four-character designation indicating your personality type. A very brief description of the results is as follows:

Introverted or Extroverted (I or E): E = actively involved and outgoing; I = prefer to be alone
Intuition or Sensing (N or S): N = pays attentions to impressions and patterns; S = pays attention to physical reality
Thinking or Feeling (T or F): T = more weight on principles and impersonal facts; F = more weight on personal concerns and the people involved
Judging or Perceiving (J or P): J = structured and decided lifestyle (planned, orderly); P = more flexible and adaptable lifestyle (spontaneous)

My (James) personality as indicated by Myers-Briggs is INTJ, which actually is fairly typical for a software developer, and in line with the green/blue personality type.

Maven's Resources:

Insights Discovery training (red/green/yellow/blue personality type), http://www.insights.com/LearningSolutions/LearningSystems/Discovery.aspx
Myers-Briggs, http://www.myersbriggs.org/

Motley says: "Seeing my manager in the hallway is all the interaction I need"

James Waletzky — Tue, 02 Oct 2007 19:29:00 GMT

Summary

Motley: Regular one-on-one meetings with my manager are pointless. Hallway conversations are good enough.

Maven: Schedule weekly 1:1 meetings with your manager. Track your agenda throughout the week, and have a monthly discussion about your performance.

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[Context: Maven has been thinking about management best practices and thought he would ask Motley about his relationship with his boss]

Maven: Hey, Mot. Just curious - how do you like your current manager?

Motley: Megan? She's okay. We have a decent relationship. She's a hands-off manager, and that's the way I like it. I'm free to do my own thing.

Maven: Being hands-off can be a good management quality provided you have people you can trust to get the results delivered on time and with high quality. And with you, I'm sure she has no concerns.

Motley: No crap Sherlock, what was your first clue? But quit buttering me up - I know you must have a question. Every time you bother me you have a question.

Maven: You read my mind! I was wondering if you and Megan have regular 1:1 meetings.

Motley: No, we don't. She's hands-off and I deliver. No need to regularly communicate. I see her in the hallways once in a while and periodically we have a meeting in her office. That's good enough.

Maven: And what do you talk about when you have those irregular meetings?

Motley: Random stuff. Mostly about the status of the project.

Maven: Every so often you should have a meeting with Megan to discuss topics that you drive. Regular 1:1 meetings are a great way to ensure expectations are set appropriately and that you maintain a good relationship with your manager. Ideally, these 1:1 meetings should be once a week for at least half an hour.

Motley: Once a week?!?! I don't know what we'd talk about!

Maven: I'll bet various topics come up in your head throughout the week and you never really get them addressed. This idea is pretty common in employees with busy managers. By the time you get together to meet with your manager, the topic is long gone from your memory, or it has been resolved but perhaps in a suboptimal way. I recommend that you always have a spot on your whiteboard named "Agenda" for 1:1 topics. As you work through the week, note any topics you want to discuss on your whiteboard. Then, come 1:1 meeting time, your agenda is all set.

Motley: But I still don't really know what to discuss! What kind of topics are you suggesting?

Maven: My boss and I talk about a wide variety of topics. We may discuss my situation at home, how the local baseball team is doing, his or my charitable efforts, a tough situation at work, some questions that I have about a recent assignment, the vision of the group, division and company, and a multitude of other topics. It really varies from week to week. In addition, at least once per month we sit down and discuss the following:

Areas where I am performing well on the job
Areas that require improvement
The future direction of my career, and the opportunities I am hoping for.

That way, I get continuous feedback in an iterative fashion, just like doing agile development. The more frequently I get the feedback, the sooner I can improve my work, and the more effective I become. Come annual review time, I make sure that I am right on track for a solid review. If I am not on track, I find out very quickly in the review period and have lots of time to adjust.

Motley: So just random topics - basically whatever comes to mind. And then once per month have a career-oriented discussion. Can't I just do this in hallway conversations? Why have a regular meeting?

Maven: You want a regular meeting with your manager once per week. Avoid relying on hallway conversations as you never know when they are going to take place. Plus, some topics you discuss, like your performance, shouldn't be overheard by the rest of the team. You want the meeting once per week because if you miss one because either of you is busy, two weeks isn't too long to wait. If you schedule every two weeks and you miss one, that's a month you are going without a meaningful conversation with your manager. The 1:1 meeting is all about maintaining that relationship with your manager and being clear on her expectations of you as a team member. I also recommend a quarterly 1:1 meeting with your manager's manager as well.

Motley: Fine. I'll ask her to schedule the meeting if it will get you off my back.

Maven: Ummm… one more thing-

Motley: What now?!?

Maven: I recommend that you schedule the meetings. The 1:1 meeting is your time and you drive it, so take the lead role in organizing. You want to make sure they happen and control how it appears on your manager's calendar. I also recommend that you have the meeting in your office. That way you can track agenda items on your whiteboard. In addition, I had a manager that was easily distracted by the computer on his desk. Having the meeting in my office gets him away from his computer and brings the attention focus more to me.

Motley: Hmmm… yeah, I see Megan getting quite easily distracted, so my office is probably a good idea. I can't believe I am asking this, but any other tips?

Maven: A few more:

Use the 1:1 as an opportunity to give your manager feedback, if you are comfortable doing that. A good manager wants to improve and this is your chance to help in a private environment. Always ask if she wants the feedback - don't just give it to her. Make sure there is positive feedback mixed in with any negative feedback. For feedback to be generally received as positive, you need 4 pieces of positive feedback for every 1 piece of negative feedback.
Find out what your manager's current challenges are. Make sure to explicitly ask "How can I help you?" Your manager will love you for that question. Show a sincere interest in helping her solve problems and improve the team.
To groom yourself for a management position later in your career (if that is desired), always ask "why?" in your 1:1. If a decision came down from your manager last week, take the opportunity to task questions and really understand the rationale for the decision. That simple question will help groom you into a leader.

Motley: Ok. First topic of my first 1:1 with Megan is my raise. Hah! Just kidding. Actually, I want to ask her where she gets those great chocolate chip cookies she brings in for the team every other Friday.

Maven: Now you're talking. That's as good a topic as any. Make sure you throw in some positive feedback in there as well. You do love those cookies and appreciate that she brings them in.

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Maven's Pointer: It can be uncomfortable giving your manager feedback on his or her performance. Learn your manager's personality type and tailor your feedback accordingly. Many companies have an online anonymous manager feedback form that you can fill in. Leverage that if you are uncomfortable with a face-to-face conversation. Just keep in mind that those tools are never truly anonymous, particularly if the manager has few direct reports. Managers can learn your writing style, or may know that you are the most diligent about providing feedback and expect one of the entries (perhaps the only entry) to be yours. Good managers, however, ask for constructive feedback and will thank you for the gift.

Maven's Resources:

None this time

Motley says: "Want to join a new team? Just find a cool technology"

James Waletzky — Wed, 23 May 2007 07:58:00 GMT

Summary

Motley: The only thing that matters in finding a new team or company to work for is the technology and the money they offer you.

Maven: Technology is nothing without a sound business strategy and a competent group of people running the company. People are more important than technology.

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[Context: Motley just discovered that another developer in the company, Marcia, is leaving the company]

Motley: Hey Mave, did you hear that Marcia is leaving the company?

Maven: No, what's up? Why is she going? Things are definitely on the up-swing around here.

Motley: Her husband got a really cool job down in the valley, so because employment is pretty plentiful down there, she figured she could find a good position too. There's lots of cool technology being built down there - just take your pick and join the company that builds it.

Maven: There's a little more to choosing a company and, in particular, a team, than just the technology that it builds.

Motley: Oh yeah, I forgot. Money factors in of course! That's my main value after all!

Maven: So you mean you would join a new company if they are doing something cool and they'll give you a decent paycheck. That's your only criteria?

Motley: Pretty much. That's what makes me happy - at work. Off work, a little exercise, a nice looking girl, and a beer all complete life off-hours!

Maven: Jeez Mot, you need to look a little more widely and examine your happiness. It doesn't do any good to work on cool technology for a decent paycheck if the company goes under a month after you join. They need a solid business plan, show results, and have a promising future. Do they keep customers happy? Are they successful? Are investors interested?

Motley: Blah, blah, blah, as Steve Ballmer would say. Cool technology always leads to success.

Maven: Well, I definitely cannot agree with you there. What about Microsoft Bob? Oh wait, bad example - that technology sucked. How about OS/2? The Apple Newton? Digital Audio Tape? All cool stuff, but without a solid business plan that solves real customer problems and does it well, the companies were doomed.

Motley: Those are in the minority.

Maven: Those are the ones you hear about. There are thousands you don't hear about. What about the people in the company? Do you want to work with a bunch of crappy developers? What about your manager? Do you want to work for an incompetent manager?

Motley: Are there managers out there who actually do something useful? Um, I hope my boss isn't at her desk over there. Phew. That would have been an "insert foot in mouth" moment.

Maven: Okay, I know you're joking. At least I hope so, considering your boss is right behind you.

Motley: Wha-!

Maven: Kidding! But seriously, count your blessings - you currently have a fantastic boss. That won't always be the case, however. When you look for a new job, first off, you need a goal. If your goal is to work on cool technology and that's it, well, ignore the rest of what I have to say. However, if your goal is career development and maybe some management experience if that's your thing, here are a few things to do due diligence on before joining a team:

What is your new boss like? Do you like her as a person? Does she have a vision?
Will you be micromanaged? Trust me, Mot, you won't like that. How do you find out? Talk to your future peers (her other reports).
What is the health of the team? Are people happy? Are they seeing results?
What are your peers like? You'll have to work with these people on a day-to-day basis. If you can't stand them, coming to work is no fun.
Is the group's mandate strategic to the company? You don't want to work on a team that doesn't matter.

Motley: I still think technology is king - you have to work on something interesting. But, I definitely don't want to work with a bunch of losers, I'll give you that.

Maven: I could go on with things to look for, but you get the idea. Hopefully you are not going anywhere anytime soon as you are a great asset to Cynthesis. But, when that day does arrive and you decide to pursue something different, keep in mind that the business and people are more important than the technology.

Motley: By the way, I was hoping that you were leaving along with Marcia. Any chance?

Maven: You're just full of jokes today, aren't you.

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Maven's Pointer: Definitely make it part of your due diligence when finding a new job to interview as many people as is practical before taking the position. A manager, for example, will never indicate that they micromanage people, but his or her reports will usually tell the true story. Talk to them, and be prepared for the interview with some canned questions.

Maven's Resources: None.