What have you learned about being a tech lead so far? (No. 76)

Let's explore one tech lead's hard won insights

Hey tech leads!

I’ve got news for you: IT’S FRIDAY!! You made it tech leads. And by the time most of you read this, you’ll be done for the week (hopefully you’re not logging on for the weekend).

The theme of today’s letter lines up with the post I’m sharing with you today, and it’s perfect for the end of the week: if you were going to share what you’ve learned about tech leadership so far, what would you say?

Let’s dive into one tech lead’s learnings so far

Today I’m going to keep it short and review a fantastic post from Jeremy Gimbel. It’s Five Things I’ve Learned About Tech Leadership.

He opens with an absolutely spot on observation:

the jump from individual contributor to tech leader isn’t always smooth. The two roles have some crossover in skills, but each also requires its own unique set of skills to get the job done as well.

Then he proceeds to share his story about his shift from individual contributor to a full blown tech lead role. He shares the following key takeaways or, as I’m calling them, insights. I want to highlight three of them.

Insight No. 1: “Leadership isn’t about control”

In short, being a tech lead isn’t about “being the boss and calling the shots.” 🏅

Instead, “tech leadership is about casting a vision for a future state . . . and helping others on your team get there” Vision crafting tech leads! And also tracking and adjusting. He hit like 50% of the FOUR CORE with that one sentence.

On tracking and adjusting (my description, not his), he says:

It’s not about micromanaging the details or doing it yourself but helping to guide others’ processes so they can end up where you’d have ended up had you done it yourself.

There’s a lot to unpack there, so maybe you should read it again. I’m 100% with the first part, I’m not 100% with the second half. I think your team can reach results different from what you hoped and even possibly differently than you would, and in most instances that’s ok, as long as the team is accomplishing the vision and is motivated by it.

Then he turns his attention to the concept of impact. (Yay. Impact!) He seems to say that, of course, we all want to try to stay hands on and control everything, but:

at the end of the day, you’ll always be limited by the constraint of time. When you’ve got a lot of experience, being a tech leader allows you to increase your own impact and output by helping others be more effective.

Love it! ❤️

Insight No. 2: “Unblock at all costs”

What follows in his next observation surely comes from hard won, in the trenches insights.

Anyone who has done any significant amount of programming work knows that it’s easy to get lost in a problem, spending precious time going down a rabbit trail of debugging. Without coming up for air, it gets frustrating and demoralizing — and ends up wasting a lot of time.

This is what tracking and adjusting is for.

On tracking, he says we need to “recognize the signs of a developer spinning their wheels.” Here are some tracking questions he suggests to zero in on these possible rabbit hole situations:

  • Are your developers asking lots of questions that seem disconnected to the vision or mission or aren’t showing progress? 

  • Are they showing signs of frustration? 

  • Are their status updates or commit messages vague and don’t seem to be moving forward?

That’s the tracking part—you’ve got to spot these situations first. Now let’s see what he says about having those difficult adjustment conversations.

He doesn’t hesitate. He says, “It’s time to jump in.” 💪

But most importantly, and it’s such a key insight, he says, “remember you’re there to unblock, not fix the problem.” SPOT ON. 🤠

This is super insightful. In the corporate world today we talk a lot about coaching. But effective coaching isn’t about fixing problems. Coaching is about coaching the person. Coach the person, not the problem. 

And our writer says exactly that. He says, “I usually tackle this [situation] by asking a series of questions. Even if I know the solution immediately, I like to guide the developer through my logic of diagnosing the issue. I hope to help them not only solve their issue but also learn from it for the future.”

Insight No. 3: Communicate confidence

He says that your job is to “exude confidence” to other folks in the organization. Again, I think this is the kind of insight that comes only from experience, so let’s talk about.

Projecting a solid image to people outside your team is definitely valuable and even necessary in some companies. I’m not sure I’m on board with this wholesale, however. Still, the headline was awesome.

My concern is that I think you shouldn’t try to exude false confidence. (Trust me, I know there are some contexts where that seems like it’s important. Late on a Friday afternoon after a long week, I just want to pretend those places don’t exist.)

I think the author is trying to tap into an important quality of impactful tech leads, however. He raises a quality I don’t talk a lot about because I think it’s not key to your day to day leadership until you start reaching higher levels.

This quality is an advanced, but foundational, habit of higher level, super impactful leaders: they exude optimism and hope.

There’s a quote I lost somewhere that the most important role of a leader is to create hope. With hope there’s motivation for a brighter future. With hope you can motivation and momentum. With hope you can take that motivation, momentum, and create success. 

If you can do it—go for it tech leads! Consider adding it to your backlog of stuff to work on.

He’s got two other key points too, such as don’t overlook project details like budgets and timelines. 

And also don’t try to be a hero. He says, “As a tech lead, your most important job is to be an enabler. Your role is to help the developers get their jobs done. It’s a big shift for those coming from a role where they contribute as a developer, but the shift can be so rewarding.”

If you want to hear the podcast version of this, here it is. 🎧

Have a great weekend tech leads!


Thanks for reading!

The Tech Lead Coaching email list and podcast are written and recorded by Michael Rice to bring more clarity, certainty, and confidence to my tech leads.

Tips? Have something you’d like me to cover or someone you want to me talk to? Drop me an email to me@michaelrice.com. Hope you will.

Let’s Connect-

Published from sunny Los Angeles. 🌴☀️

Can you be a tech lead without leading people? (No. 75)

Today, I continue to troll the tech lead internet since I'm taking a December break from new content

Hey Tech Leads!

By the time you read this, you’ll correctly notice that we’re more than half way done with the week! You. Can. Do. It. Tech. Leads.


As I mentioned earlier this week, I’m staying away from new content so I can focus on this weekend’s second live tech lead training as well as refreshing that embarrassing book sitting there on Leanpub at the moment (no link will be given today).

So we’re going to focus this week (and maybe the balance of December) on other people’s content (OCP).

First, let’s turn to the honorable world of Twitter-

Today I’m going to relay what’s going on in the tech lead Twitterverse. Some of my favorite posts and shares.

Actually, I lied. Let’s start with LinkedIn Seth Tringale at Goldman Sachs said a few days ago on LinkedIn: 

I often get asked what it’s like to transition from single contributor to tech lead or manager. The answer for me was always simple: you evaluate yourself not based on what you directly achieve, but what your team, your reports, and your peers each achieve. You need a large degree of humility and an understanding of scale (even for those so-called 10x developers out there): you can’t possibly scale and achieve as much operating alone as you can with a team. Making sure that your team has what it needs in terms of support, training, and opportunities for growth becomes equal, if not more important than your direct needs.

Ok, now let’s get into Twitter:

Well put Jaana!

Sajith has a video of some kind of varmint walking right over some kid’s cardboard maze, and it’s a true story of tech leads and developers.

Ben Christie did his own “is there a doctor onboard” riff

Chris Sinjo has an honest post that I retweeted on @techleadcoach where he’s talking about how he’s getting used to the tech lead role. He says,

Says he’s finally getting comfortable in the role after about a year. Remember the chasm tech leads! And reach out to us for help Chris!

Finally, there was an interesting Dev Discuss on Twitter about confidence as a developer. Think that was pretty awesome. How do you build confidence as a developer? In yourself and others? How do you lose it? Will link to the thread in the show notes.

I can’t believe I’ve been on Twitter for 11 years. That’s a big chunk of my life. Longer than my oldest kid.

Let’s dig out of the Twitter swamp

Let’s get into some slightly more considered stuff from the internet. First, Dvir Segal, a tech lead, writes on Medium about the The differences between being a tech lead and a senior engineer. Good question Dvir—how do you draw that line?

Mr. Segal says a senior engineer can say “I know language x, I’ve worked with it for some years, so I’m experienced with it.” In contrast, a tech lead: 

  • “should instantly” suggest other ideas on a team. I strongly disagree on this one. I get the sentiment, but I don’t think tech leads need to necessarily jump in with their views and might actually be more effective if they hold back

  • be constantly attending conferences, have some side projects, etc. Can see some value on this, but don’t think it’s necessary. Helpful, but not necessary. Think this is just representative of the level of a tech lead’s engagement.

  • be up to date with software engineering trends. No disagreement from me on this one. This doesn’t mean you should know everything, just be current; it’s a key way of adding value as a lead.

  • actively developing an open source repo for learning a language. By this I think he means being out in the community, learning new stuff, which I can’t disagree with. How you do it is up to you though.

  • “following the steps” to become a world class expert. This could be valuable if you’re on the bleeding edge of the open source community for something big, but certainly seems a bit over the top for most tech lead roles I’ve seen. Would be great, but not necessary.

He reaches an important point that I strongly agree with. He says the tech lead should have a wide ranging influence AND impact with customers, other teams, and the leaders. Impact. Influence. THIS IS LEADERSHIP.

Then he has this awesome sentence that I have to quote directly. The tech lead’s

everyday work is to help others improve their skill set by guidance and mainly listening (a vital skill of being a leader).

Listening tech leads! “Vital skill” for being a leader! Love it! Love it . . . .

Alright, let’s move on.

Here’s another post from a company called SafetyCulture, written by Kevin McHugh recently: Thoughts on Technical Leadership. It’s a thought piece, so I want to be careful not to do it any injustice, but I do have some serious issues with it.

McHugh talks about how his company, like some of the software companies I’ve worked with, has two tracks: the “leadership” track and the “individual contributor” track.

I want to quote his issue with semantic distinctions at length:

The language here is problematic for a number of different reasons, not least because it gives the impression that in order to demonstrate leadership, one has to become a manager of people. With this post, I’m looking to dispel that belief… It’s my belief that Australia’s tech companies have not done nearly enough to promote the existence and importance of technical leadership roles in our teams.

Let’s start to change that… today! In our industry, we need to get to a place where engineers really believe that it’s possible to advance to equally senior levels as those in People Management positions, without managing people.

McHugh then seeks to divide people and technical leadership in the following ways. First, people leadership, to him, implies: 

  1. taking care of people and their needs

  2. thinking about the individual’s current and future contribution to the company

  3. enforcing or upholding high standards applying compensation and promotions in the right way

The technology leader, by contrast, does the following:

  1. care about the quality of the codebase

  2. focuses on the future and future-proofing or evolving the product

  3. enforces high standards through principles and frameworks

Interestingly, he says his company is starting to follow this principle by diving people managers and technical leads. He says:

We’ve started to change that as we don’t believe that a person running a team of any decent size is capable of focusing on both people and technology and doing both well.

strongly disagree. STRONGLY.

In most non-technology environments, leaders and managers tend to manage and lead both people and things (like tech). I’m not a big fan of Steve Jobs’s management style, but he tapped into a long running corporate narrative when he said the best managers are individual contributors who hit a limit on their individual contributions and need other humans to help them execute on their visions. 

I’ve worked a lot of those non-software jobs in my life, and in every case, the manager led both the things and the people. I’ve worked in car washes, washed dishes, been a waiter a few times, shipping and distribution, even worked in call centers, and in all cases, the managers and leaders managed and led both the people and the “technology” of those businesses—the length of time and structure of parking lots in car washes, the dishwashing machines, the call center headsets. Software is not so unique. 

I don’t think you can cleanly, or effectively, separate people and technology leadership. And centuries of human organization and business have proven that, if you find the right people, the two skills coexist nicely. And that’s what I want to help you do tech leads! Combining tech and people leadership is extremely high impact.

But I think I understand the author’s objective. I think he’s trying to make an argument for why individual contributors should be just as valued as “people leaders” yet getting to focus on “being technical.”

I just think he’s missing the most important point.

It’s true that having a technical impact matters, but as tech leaders, we have that impact through other people—not through our own contributions. He’s drawing the wrong distinction.

Is it rare to possess both skills? Yes. Is it something you should aspire to? Absolutely. It’s the pinnacle of growth in our business.

We can still be very technical and be powerful tech leads. But to have the impact that matters we need to BOTH lead humans and lead a technical vision for them.

Thanks for reading!

The Tech Lead Coaching email list and podcast are written and recorded by Michael Rice to bring more clarity, certainty, and confidence to my tech leads.

Tips? Have something you’d like me to cover or someone you want to me talk to? Drop me an email to me@michaelrice.com. Hope you will.

Let’s Connect-

Published from sunny Los Angeles. 🌴☀️

Listening is your secret weapon and how to make everyone a leader on your team (No. 74)

We're back from the long break! Missed you. This week I'm sharing other peoples' content on how to be a strong technical leader

Hey tech leads,

How have you been? Missed you.

Feels like a long time since I’ve written a letter to you. I think I went the entire week last week without a podcast or a letter. I’m not really sure why that is. It’s true that last week in the States was the American Thanksgiving and I was busy, but I’m not really sure I can blame that—I’m always busy. Just a fail. 👎

I have good news about Thanksgiving to report. If you know me, you know I’m not a huge fan of most American food, and Thanksgiving is the annual pinnacle of American food. The zenith, if you will. Usually I pick up some Chinese take out at some point on Thanksgiving. This year was pretty good, however, since we bought a bunch of steaks. Didn’t even need to head into San Gabriel Valley (sorry, that’s an LA joke).

A note about our first live training session

I made a big deal about my first live training session a few weeks ago. So it doesn’t seem right that I haven’t closed the loop on it yet. Let me give you relay a few highlights now. (And no, no I’m linking to it. Cringy.)

It was basically a live beta test. I know you’re supposed to rehearse these things. If I were doing it for someone else, I would have done that. But I like to fail forward when it comes to my own stuff. I thought it went pretty well once it got going. There were a few stutters and a few places where my thoughts didn’t full connect (ok maybe more than just a few). The good news is that the content fits neatly into a one hour session, so I hope you’ll join this Saturday’s session for another shot at it.

I also made two key content changes leading up to the session. First, I decided to get rid of the awkward “bias for action,” and started calling it what I think it really is: SHOWING UP. Leads don’t get to not show up in my book. The second thing I did was move showing up to be the first, numero uno, capability. Listening is still foundational in my book, but I think if you commit to showing up as a tech lead, all the other behaviors will follow. They don’t necessarily follow from listening well.

What we’re doing this week

I mentioned this last night, but for the month of December I’m really focused on getting another revision of How To Be a Tech Lead shipped. The content I put out there is unique and interesting, I think, but it’s way below my own personal quality standards. Kind of embarrassing, really.

I’m also focused on running through the training for the rest of the year because it’s useful to do both activity.

As such, I don’t really have a lot of free cycles for new content development (although I do have a bunch of stuff brewing that I can’t wait to get back to).

Let’s talk about some of the other (better?) stuff out there

Instead of developing my own content, I’m going to draft off other folks’ content for this week, and possibly the balance of the year. Besides, there’s lots of other useful stuff out there that you might be missing out on. Plus I can learn a lot from it myself.

The Leader’s Secret Weapon: Listening

Ok, ok, I know I just mentioned above that I busted listening down to the number two spot on the Four Core, but let’s forget about that right now and lead off with an impactful article from Strategy+Business. About two weeks ago, Adam Bryant’s editors hit publish on The Leader’s Secret Weapon: Listening.

You already know that article is going to grab my attention. The title is like my someone know how to craft custom made link bait for Michael Rice, the wannabe tech lead coach.

Bryant opens with this question, “Do you feel like your boss listens to you?” When the author gives that question in his own live executive training session, he says only about one third of the attendees say their boss seemingly listens to them.

Tech leads! What would happen if he polled the people on your team? Would they say their tech lead listens to them?

Bryant observes that most conversations “seem like serial monologue[s], with one person talking while the others simply wait for their turn to say what they want to say.” Does that pretty much sum up your last team lunch?

Bryant is writing mostly to the executive-level Strategy+Business readers, so his reasoning why listening is critical may be a little less important to us as first line tech leads. They’re still worth noting, however. First, things are changing so fast that leaders need to assemble diverse teams and draw out all their different ideas and opinions if they want their organizations to survive. Second, when you move up in organizations you get more and more drawn into your own bubbles and you are missing insights.

But here’s the best, most practical part of Bryant’s article: he’s got this cool acronym that absolutely have to share with you. It’s WAIT. W-A-I-T. So when you’re about to start talking, pause yourself and say, “Wait. Why am I talking?”

He suggests it’s hard to listen. He quotes Joel Peterson who says to listen

You have to really be at home with yourself. If you have these driving needs to show off or be heard, then that kind of overwhelms the process. If you’re really grounded and at home with yourself, then you can actually get in the other person’s world, and I think that builds trust.

An Engineering Team Where Everyone is a Leader

The next article I want to share with you came out quite recently on the Pragmatic Engineer blog. George Orosz I think from Uber, wrote An Engineering Team Where Everyone is a Leader. He’s writing about his early experiences moving from an engineer to an engineering manager and how he wanted to “build a team where everyone can be a leader.”

He draws his inspiration for distributed-leadership from two sources. One is a book I love called Turn The Ship Around (check out the spectacular TedX talk by David Marquet). The other source is from a Harvard Business Review interview with professor Sue Ashford. In the HBR Ideacast, she says having a lot of shared leadership on a team is particularly useful “in places where things are moving fast, are complex, and have many dependencies.” That sure sounds like she’s talking about software engineering teams to me—and George too.

It’s a long post, that I really recommend you to dive into, especially if you’re wondering how to foster more leadership on your own team. Let me give you my hot take highlights. You should:

  1. Pick one engineering lead per project, so the lead has autonomy to make choices based on his or her on the ground knowledge

  2. Set up clear expectations on what the leadership will look like (see his Google doc)

  3. Start with mentoring, then get good at coaching (notice that are NOT one and the same)

  4. Be very transparent and accountable using at least weekly, written updates

  5. Prepare your junior members for project leadership

Seriously, it’s a long and thoughtful article with lots of great tool and insights for EMs and TLs. Hope you’ll take the time to read and consider it.

That’s it for today tech leads! The holiday break in the States is over and it’s time to get back to work growing and developing into the best lead and human you can be—and you’ve got a whole new week to do it.


Thanks for reading!

The Tech Lead Coaching email list and podcast are written and recorded by Michael Rice to bring more clarity, certainty, and confidence to my tech leads.

Tips? Have something you’d like me to cover or someone you want to me talk to? Drop me an email to me@michaelrice.com. Hope you will.

Let’s Connect-

Published from sunny Los Angeles. 🌴☀️

Tech Lead Squad 💪 - What's on Tap This Week (Dec. 2, 2019) - PLUS MORE free training coming up on Saturday

We're going to dive into tech lead Twitterland, explore four to six other peoples' posts and keep on truckin' with the book and live training

Let’s start the last month of the year with a plan to finish 2019 strong! FINISH STRONG TECH LEADS!

For me, I’m going heavy on my plan to finish the second, more powerful and (hopefully) more impactful revision of my book, How To Be a Tech Lead, by the end of the year. We’ve had so many unexpected downloads on it, so it’s a little embarrassing how much still needs to be done. 

In addition to the book revisions, I’ve been running through my live training sessions—think it’s a virtuous cycle to work on both the training and the book at the same time. Something about speaking it out loud in real time while still producing a written, more thorough product is pretty helpful.

Before I forget, for those of you in the States with me (most of you on the subscription list), hope you had a great Thanksgiving week. 🦃

What happened last Saturday

As I mentioned, I ran through a live training session on YouTube live (notice I'm not linking to it because it's a little cringy). It was my first time doing it, so I wasn't really sure how to get the content or the technology quite right. 

Sure, I could have practiced and rehearsed, and getting something like that right is super important when you're giving a talk for someone else’s community or group. But when it’s my own forum and platform, I like to fail forward. Played around with a lot of new ideas, like swapping listening for showing up on the Four Core.

Anyway, last Saturday was super fun and felt impactful even though almost nobody showed up. We've got another one coming up this Saturday, so I hope you’ll sign up and participate. Should be at least 2x better than last week!

What we're going to do this week

Since most of my free cycles (remember, this isn’t even a side project; it’s just a hobby for me) are going to be taken up with the book and this weekend's trainings, I think we'll draft off of other peoples’ content this week. 

Quite a bit happened over the past few weeks in the world of tech lead writing and thinking. It’s good to share it.

On Monday’s podcast and mailing list, I’m going to review some of the most interesting Tweets over the past few days. We’ll also dive into two substantive articles. One is from Strategy+Business arguing that listening is a leader’s “secret weapon,” which you know I'm down with because listening is one of the Four Core tech lead capabilities. We’re so bad at listening in this industry and it creates so much havoc—definitely want to dive into this article.

And then another one is from a writer on the Pragmatic Engineer blog where he used some learnings from a fantastic book called Turn the Ship Around to create an engineering team where “everyone is a leader.”

On Wednesday, we’ll see if there are any new Tweets or LinkedIn posts to explore (probably will be). Then we'll dive into a few more posts. First will be from Dvir Segal on the differences between being a tech lead and a senior engineer. And then another post from SafetyCulture about the tech lead role

Got some ideas about Friday already, but let’s see how the week unfolds. Software moves fast and people are talking a lot about the tech lead role. Let's see what they have to say.

Keep in touch tech leads!

Gonna be a great week tech leads!

Get subscribed to the mailing list, follow me dev.to, or tune in to the podcast!


Listen powerfully and craft compelling visions tech leads! (No. 73)

We’re refreshing core, foundational tech lead content this week

Hey Tech Leads,

In case you missed Monday’s letter and podcast, just a reminder that I’m planning to run a live, streamed tech lead training this coming Saturday at 10:00 a.m. (California time.) It’s totally free, and it’s my first time doing it online, so I hope you’ll join us! 

Register Free!

Might be fun and impactful, or it could be a complete technical disaster. We’ll know at around 11:00 a.m. on Saturday, I guess. Will try to record, but no promises!

Given my need to pop out some new (or cleaned up) content on Saturday morning, this week I’m trying to do a little double duty and use this list and podcast as an excuse to refresh some of the material. Think it will be useful for you.

Refreshing the Four Core

Today we’re starting in on a refresher on the Four Core. (Catch today’s podcast here as well.)

For context, I created the Four Core because there are so many things you might end up doing as a tech lead (see Monday’s letter) that it’s not practical to make an accurate or useful laundry list of the skills you need. 

Even if I did, there’s no way I could nail it all down for your specific context.  

The Four Core are the common behaviors or capabilities I’ve seen over the past two decades common to successful tech leads.

The Four Core is obviously focused on the “soft” skills, but if you can nail all four, combine them with sharp tech skills, then you’re easily going to be in the top 20% or better of tech leads in the world. Want to help you get there tech leads!

Context refreshed, let’s dive into the first of the four core capabilities: listening. 

Capability No. 1: Listening

What does it mean to listen? 

Here’s the obligatory Merriam Webster definition, or definitions:

  1. to pay attention to sound

  2. to hear something with thoughtful attention or give consideration

  3. to be alert to catch an expected sound

Number two is the best, of course, for our discussion. It’s probably not unlike the “active listening” instruction you get at various corporate training events. But it’s NOT TO BE OVERLOOKED!

It’s THE most important soft skill because really, everything in your leadership springs from your ability to gather fast changing, on-the-ground, contextual data. You have to listen to your team, managers, company, constituents, the broader organization, and even industry leaders. If you aren’t hearing this critical data, you simply you don’t have information you need to make decisions or to lead with you. You just don’t.

Like all the Four Core, there are three levels. At the beginner level, you’re either not listening or hearing only raw content (e.g., if you hear people at all you’re taking them way too literally or too much at face value).

The intermediate level, then, is being able to absorb the context of the communication. As they say, 80% of communication is non-verbal. (And by the way, after a number of years in Slack-first organizations, I believe there are plenty of non-verbal cues even on Slack. Ask me about it.)

Moving up to the advanced level, we get to empathic listening. That’s a popular word today, but my definition is really modest: all empathy means is that you can take yourself and your own needs out of the communication and step into someone else’s shoes when you’re listening. This is easy to say and exceptionally hard to do, especially on a sustained, consistent basis. 

For some examples, join us on Saturday!

Capability No. 2: Vision crafting

So you did the hard work and you listened. Now it’s your turn to talk (finally, tech leads!).

Vision crafting means you take what you’ve heard about the team, the organization, the project, the individuals, the mission, product, feature, whatever, and you frame a vision about what the team should do in a way that means something to them—in a way that motivates them.

This is a particularly hard for newbie tech leads because it means putting yourself out there as a leader. Worse, individual contributors aren’t required to do this, so you don’t have much, of any, practice. 

Vision crafting means stepping up and putting yourself out there. True leaders see this as real, challenging work that needs to be done (think the Gettysburg Address, for those of us in the States). They aren’t just words. The words are meaning.

It takes mental calories to craft a vision that unifies, organizes, and motivates the team and organization. They aren’t just words, even if the pros make it look easy.

Speaking those words aloud will make other see you as a leader and, crafted well, will get results.

Just like with listening and the other Four Core, there are gradations in your progression with this skill. 

At the beginner level, you either fail to articulate any vision or your attempt lands as an uncompelling statement that might sound like a dry list of tasks or requirements.

At the intermediate level, you’re crafting more sophisticated, effective, and compelling visions—visions that synthesize multiple points of view (that you earned by using your listening capabilities above!). 

At the advanced level, you’re crafting compelling visions and fluidly repeating them often. You’re drawing visions that connects to the team to the mission and you’re able to repeat the vision in a way that’s compelling to each team member, and, most importantly, you’re fluidly repeating the vision in a wide variety of contexts

We’re running a little long for today, so for some examples, join us on Saturday!

Join us!

Thanks for reading!

The Tech Lead Coaching email list and podcast are written and recorded by Michael Rice to bring more clarity, certainty, and confidence to my tech leads.

Tips? Have something you’d like me to cover or someone you want to me talk to? Drop me an email to me@michaelrice.com. Hope you will.

Let’s Connect-

Published from sunny Los Angeles. 🌴☀️

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