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Scaling Teams. Strategies for Building Successful Teams and Organizations - Helion

Scaling Teams. Strategies for Building Successful Teams and Organizations
ebook
Autor: Alexander Grosse, David Loftesness
ISBN: 978-1-4919-5222-1
stron: 282, Format: ebook
Data wydania: 2017-01-11
Księgarnia: Helion

Cena książki: 101,15 zł (poprzednio: 117,62 zł)
Oszczędzasz: 14% (-16,47 zł)

Dodaj do koszyka Scaling Teams. Strategies for Building Successful Teams and Organizations

Leading a fast-growing team is a uniquely challenging experience. Startups with a hot product often double or triple in size quickly—a recipe for chaos if company leaders aren’t prepared for the pitfalls of hyper-growth. If you’re leading a startup or a new team between 10 and 150 people, this guide provides a practical approach to managing your way through these challenges.

Each section covers essential strategies and tactics for managing growth, starting with a single team and exploring typical scaling points as the team grows in size and complexity. The book also provides many examples and lessons learned, based on the authors’ experience and interviews with industry leaders.

Learn how to make the most of:

  • Hiring: Learn a scalable hiring process for growing your team
  • People management: Use 1-on-1 mentorship, dispute resolution, and other techniques to ensure your team is happy and productive
  • Organization: Motivate employees by applying five organizational design principles
  • Culture: Build a culture that can evolve as you grow, while remaining connected to the team’s core values
  • Communication: Ensure that important information—and only the important stuff—gets through

Dodaj do koszyka Scaling Teams. Strategies for Building Successful Teams and Organizations

 

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Dodaj do koszyka Scaling Teams. Strategies for Building Successful Teams and Organizations

Spis treści

Scaling Teams. Strategies for Building Successful Teams and Organizations eBook -- spis treści

  • Introduction
    • Who Should Read This Book?
    • Why We Wrote This Book
    • The Context for Growth
      • Hiring: One Option Among Many
    • Structure
    • How to Read This Book
    • Acknowledgments
  • 1. Scaling Hiring: Growing the Team
    • Hiring to Scale
      • Key Principles
        • Hire for talent
        • Hire for the team
        • Minimize bias
        • Dont cut corners
        • Treat candidates with respect
        • Know how much risk to take
        • Know when to listen to your gut
      • Hiring for Diversity
    • The Hiring Process
      • Finding People
        • Referrals
        • Handling referrals in the hiring process
        • Generating referrals
      • Applications
      • Sourcing
        • General recommendation
        • Calibration between hiring manager and recruiter
        • When to hire an internal recruiter
    • Building an Employer Brand
      • Engineering/Product/Design Blog
      • Meetups
      • Speaking at Conferences
      • Open Source Contributions
    • Conclusion
    • Additional Resources
  • 2. Scaling Hiring: Interviews and Hiring Decisions
    • Interviewing
      • Screening a Candidates CV
      • The Initial Screen
        • Preparation
        • Culture
        • Job history
        • Knowledge and fit
      • Practical Challenge
      • Interview Structure
        • Personal involvement by senior leaders
        • Choosing the interview panel
        • Ensuring interviews are complete
      • How to Hire Managers
    • Making a Hiring Decision
      • Fully Accountable Hiring Manager
      • High-Ranking Hiring Manager
      • Consensus
      • Hiring Committee
      • Bar Raisers
    • Choosing a Process That Works for You
      • How to Gather and Discuss Feedback
      • Addressing Diversity
      • Reference Checks
    • Conclusion
    • Additional Resources
  • 3. Scaling Hiring: How to Close, On-Board, and Beyond
    • Making an Offer
      • Closing
    • Acqui-Hires
      • Acqui-Hire Anti-Patterns
      • Making an Acqui-Hire the Right Way
        • The real work starts after the acquisition
    • Evaluating Your Hiring Process
    • On-Boarding
      • Improvised On-Boarding
      • Team Rotation
      • On-Boarding Program
      • Mentor Program
    • Off-boarding
      • Regretted Versus Non-Regretted Attrition
    • Conclusion
    • Additional Resources
  • 4. People Management: Getting Started
    • Understanding People Management
      • From Ad Hoc to Formal
        • Dealing with growth
      • When to Formalize People Management
        • Warning signs that people management is needed
          • Timing the Transition
      • Managing People Without Managers
    • Introducing Formal People Management to a Team
      • Know What You Want to Do and Prepare Your Team
      • Communicate and Deploy the Plan
        • Be transparent and give context
        • Minimize fanfare for new managers
        • Provide ways for individual contributors to have influence
    • Developing New Managers
      • Identifying Management Potential
      • Surviving the Management Transition
        • What to expect: the first-time manager
        • Preparing the team for their new manager
        • Lightweight management training
        • This is not a promotion
      • Performance Assessment and the Go/No-Go Decision
    • Hiring Managers Externally
      • Interviewing Managers
        • Pre-screening
        • Checking explicit and backchannel references
        • Preparing ICs to interview managers
      • Making a Hiring Decision
      • On-Boarding Managers
    • Conclusion
    • Additional Resources
  • 5. People Management at Scale
    • Magnifying Your Managers
      • Improving Management Skills
      • Encouraging Collaboration and Community
      • Assessing Manager Performance
        • Define expectations
        • Continuous, timely feedback
        • Be wary of politics
        • Dont confuse performance with likeability
      • Handling Underperforming Managers
        • Plan, communicate, listen, adjust
        • Re-recruit the team
    • Happiness During Hyper-Growth
      • Preparing for Growth
      • Agency and Empowerment
        • Build empowerment and initiative into your culture
        • Focus failures on learning rather than punishment
        • Actively suppress the mechanisms of no
        • Praise and reward those who get things done
        • Allow individuals to pursue the work that interests them
      • Promoting WorkLife Balance
      • Building an Inclusive Workplace
        • Audit your office environment
        • Beware the null process
        • Dont focus the burden of diversity on your diverse team members
        • Make sure everyone is heard
        • Work should happen at work, during work hours
        • Use metrics to surface bias
      • Building an Environment of Continuous Learning
        • Ongoing education
        • Mentoring
        • Team learning
      • Career Development
        • Defining a career path or ladder
        • Number of titles or levels
        • Public versus private levels
        • Slotting
        • Matching compensation to job levels
        • Public or private compensation
        • Rollout
        • Creating a promotion process
        • Leveling new hires
    • Additional Resources
    • Conclusion
  • 6. Scaling the Organization: Design Principles
    • Motivation and Organization
    • Planning from the Start
      • Problems While Growing
      • Goals While Growing
    • Organizational Design Principles
      • Implementing the Principles
      • Create Delivery Teams
        • Cross-team projects
      • Embrace Autonomy
        • Where does autonomy stop?
        • Trust
      • Establish Purpose and Measure Success
        • Metrics of success
    • Lessons Learned from Other Companies
    • Conclusion
    • Additional Resources
  • 7. Scaling the Organization: Delivery Teams
    • Four Ways to Create Delivery Teams
      • Optimize for Platforms
      • Optimize for Features
      • Optimize for Company Goals
      • Optimize for Customers
    • Embrace Value Stream Mapping
    • Expanding from One Team to Two
      • The Original Team
      • The First Split
    • Economies of Scale Between Delivery Teams
    • Removing Dependencies
      • Measure Average Cycle Time
      • Use Value Stream Mapping in Retrospectives
      • Asking Specific Questions in Retrospectives
    • Conclusion
    • Additional Resources
  • 8. Scaling the Organization: Reporting Structure
    • Initial Reporting Structure
      • What Is a Good Number of Reports?
      • Four Ways to Organize Reporting Structure
        • One engineering manager per delivery team
        • One manager for the complete delivery team
        • One manager per specialization
        • People manager role
      • Combining Multiple Approaches
      • Which Approach Is Right for You?
    • The Next Level
      • What It Looks Like
    • Conclusion
  • 9. Scaling Culture
    • What Is Culture?
      • Core Values
      • Cultural Practices
      • Culture Statements
      • Values Versus Culture
    • When to Define Core Values and Team Culture
    • Why Do Core Values and Team Culture Matter?
    • Discovering and Describing Values and Culture
      • Well-Defined Culture Statements
        • Google: Ten things we know to be true
        • Carbon Five: Our mindset
        • Medium: Principles to organize and manage the company
        • Discovering values, defining culture
          • Step 1: Discover the teams core values
          • Step 2: Draft your teams culture statements
          • Step 3: Practice what you preach
          • Step 4: Build culture and values into the environment
        • Best practices for crafting useful culture statements
          • Focus on trade-offs
          • Be unique
          • Think excavation, not advocacy
          • Be both realistic and aspirational
    • Scaling Challenges for Culture
      • Hiring, Values, and Culture
      • On-boarding and Culture
      • Leadership and Culture
        • Ensure values are reflected in words and actions
        • Screen new leaders for values fit
        • Adapt cultural practices to team growth
        • Assess and correct cultural divergence
      • Warnings Signs for Scaling Culture
    • Building a Culture That Scales
      • Continuous Learning and Improvement
      • Trust and Safety
      • Diversity and Inclusion
    • Evolving Team Culture
      • Reasons for Culture Change
        • Adapting to team growth
        • Adjusting to fit core values
        • Improving the culture
        • Adapting to business needs
      • Implementing cultural change
        • Motivate the change
        • Leadership must walk the walk
        • Watch for warning signs
        • Case study in culture change: Facebooks shift to mobile
      • Resolving Culture Clash
        • Culture drift
        • Culture shift
        • Culture mergers
    • Measuring Culture: Information Flow
    • Conclusion
  • 10. Scaling Communication: The Complexity of Scale and Distance
    • What Breaks When You Grow?
    • The Complexity of Scale and Distance
      • Tools Explosion
      • Meeting Explosion
        • Best practices for meetings
        • Meetings and growth
        • When to cancel meetings
      • Email Explosion
        • Unclear decision making
        • Poor organization
        • Using the wrong channels
        • Messaging guidelines
        • General email guidelines
    • Conclusion
    • Additional Resources
  • 11. Scaling Communication: Communicating at Scale
    • Communication Design
      • Step 1: Define What Employees Need to Know
        • All employees
        • All members of a specific department
      • Step 2: Select the Communication Channel
        • When multiple channels are needed
      • Step 3: Implement Your Strategy
        • Repeat yourself
        • Communication training
        • Keep channels current
        • Design effective meetings
          • All-hands meetings
          • Company demos
          • Cameos
          • Town halls
          • Fireside chats with founders/leaders
          • Status meetings
        • Meeting feedback
      • Other Forms of Communication
        • Bottom-up feedback
        • Peer-to-peer
      • Multiple Offices
    • Communicating Change
      • Step 1: Choose an Appropriate Change
        • Case Study: Peer Feedback, Step 1
      • Step 2: Plan the Change
        • Case Study: Peer Feedback, Step 2
      • Step 3: Test It with a Small Group
        • Case Study: Peer Feedback, Step 3
      • Step 4: Share It
        • Case Study: Peer Feedback, Step 4
      • Step 5: Implement the First Version
        • Case Study: Peer Feedback, Step 5
      • Moving Forward
    • Conclusion
    • Additional Resources
  • 12. Scaling Your Team
    • Building Blocks of a Scalable Team
    • Why You Need a Scaling Plan
    • Scaling Essentials
    • Warning Signs: Early Stage
    • Warning Signs: Later Stage
    • An Example Scaling Plan
      • Company A
        • Hiring
        • People management
        • Organization
        • Culture
        • Communication
        • Scaling Plan for Company A
    • Conclusion
  • Index

Dodaj do koszyka Scaling Teams. Strategies for Building Successful Teams and Organizations

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