As a Product/Tech leader, I aim to create a collaborative, inclusive, and results-oriented environment.
This document shares insights into my leadership style, team philosophy, communication approach, prioritization methods, decision-making process, and how I view feedback and growth.
I also share the tools and processes I love to use to ensure that collaboration and delivery happen smoothly and effectively.
Your title makes you a manager. Your people make you a leader.
Work the team, then the problem: When faced with a problem or opportunity, the first step is to ensure the right team is in place and working on it
— Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell
Listening is the first and the most basic skill of managing people.
Your first job is to be a leader. The company looks to you for guidance on what to do, where to go, how to act, how to think, and what to value. You help set the tone for interactions. People join the company because they believe in you, in the people you hired, and in the mission you helped to craft.
Instead of talking about structure, I talk about learning. Instead of talking about process, I talk about transparency.
— The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change
Conway’s law: “Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.”
This quote from Ruth Malan provides what could be seen as the modern version of Conway’s law: “If the architecture of the system and the architecture of the organization are at odds, the architecture of the organization wins.
— Team Topologies: Organizing Business and Technology Teams for Fast Flow