Alexander Grosse - Scaling Teams: Strategies for Building Successful Teams and Organizations
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Publisher: OReilly Media
Publication Date: January 11, 2017
ISBN: 978-1491952276
Request #1562546618.58741
This practical guide helps you navigate through several aspects of team management that can change considerably as your team expands, including people management, organization structure, communication, hiring, and culture. Ideal for managers building teams or departments consisting of roughly 10 to 150 people, this book covers strategy and tactics for managing growth.
Engineering leaders David Loftesness and Alexander Grosse begin with an example of a single engineering team, which represents an independent startup or an autonomous group within a larger company. From there, they take you through typical scaling points as the company or department grows in size and complexity. Scaling Teams also incorporates advice and lessons-learned from several engineering leaders.
Leading a fast-growing team is a uniquely challenging experience. Startups with a hot product often double or triple in size quicklya recipe for chaos if company leaders arent prepared for the pitfalls of hyper-growth. If youre 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 teams core values
- Communication: Ensure that important informationand only the important stuffgets through
Alexander Grosse is currently the VP of Engineering at issuu. Previously, he was the VP of Engineering at SoundCloud and the R&D director at Nokia.
David Loftesness formerly managed engineering teams at Twitter, Xmarks, A9, and Amazon. Currently he is a dad, advises startups, mentors new managers, and writes stuff down.
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by David Loftesness and Alexander Grosse
Copyright 2016 Alexander Grosse & Alexander Grosse. All rights reserved.
Printed in the United States of America.
Published by OReilly Media, Inc. , 1005 Gravenstein Highway North, Sebastopol, CA 95472.
OReilly books may be purchased for educational, business, or sales promotional use. Online editions are also available for most titles ( http://safaribooksonline.com ). For more information, contact our corporate/institutional sales department: 800-998-9938 or corporate@oreilly.com .
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- Illustrator: Rebecca Demarest
- January 2017: First Edition
- 2016-11-17: First Early Release
See http://oreilly.com/catalog/errata.csp?isbn=9781491952276 for release details.
The OReilly logo is a registered trademark of OReilly Media, Inc. Scaling Teams, the cover image, and related trade dress are trademarks of OReilly Media, Inc.
While the publisher and the author(s) have used good faith efforts to ensure that the information and instructions contained in this work are accurate, the publisher and the author(s) disclaim all responsibility for errors or omissions, including without limitation responsibility for damages resulting from the use of or reliance on this work. Use of the information and instructions contained in this work is at your own risk. If any code samples or other technology this work contains or describes is subject to open source licenses or the intellectual property rights of others, it is your responsibility to ensure that your use thereof complies with such licenses and/or rights.
978-1-491-95227-6
[FILL IN]
Great vision without great people is irrelevant.
Jim Collins, Good to Great
Growing a team requires dedicated effort by team leaders to identify, recruit, and hire the best candidates, and probably a lot more effort than you think. You need a well-designed recruiting process that channels this effort to yield the results you want: great hires. This is especially critical in a teams early days, since the founders and early employees form the bedrock of what the company hopes to become. Hiring poorly is often worse than not hiring at all.
In this and the next two chapters, we outline a scalable hiring process that can take a team from single digits to hundreds of employees. Well explain how to evaluate candidates efficiently and accurately, minimize bias in the recruiting process, and maximize the chance that your new hires will be strong contributors. But first, lets discuss the principles that form the foundation of any effective recruiting process.
Teams that need to hire are trying to bridge the gap between what they can do today and what they need to do in the future. These could be skill gaps, such as the group of hardware engineers who realize their product needs a major software component in order to succeed. Or they could be capacity gaps, such as when the founding team realizes they are unable to keep up with customer demand for new features and support requests. In either case, what should team leaders do to best fill those gaps and help the team succeed?
Before outlining the full recruiting lifecycle, lets cover the key principles for hiring.
It goes without saying that you want to hire the best employees you can. By best, we mean the employees that can contribute the most to team success over the long term. Too often, teams focus too much on specific skill gaps, or simply getting a warm body on board who can handle the work that isnt currently getting done. Its critical to remember that the hires you make at your current stage will set the tone for hires you make in later stages.
Every team is different, and in larger companies, so is the organization that surrounds them. The best person for your team may be very different than the best person for your friends team at a nearby startup. We often hear the advice that you should only hire A players, but we believe that building an A team is more important. A super talented hire who has very different values can pull a team apart rather than bringing it together. We will share insights on how to identify individuals who are genuinely passionate about the product and reinforce the value of being an open, product-focused organization.
A biased interview process is a flawed interview process. Besides the inherent unfairness to the individuals involved, bias reduces the chance of finding the best hire for your team by allowing irrelevant factors such as race, gender, or age to influence the hiring decision. This chapter explains why diversity matters when building teams, and what simple changes can be made to reduce the impact of hidden bias in the interview process.
A rigorous interview process is analogous to a rigorous code review process. Finding bugs in code review is much less expensive than finding them in production, and similarly, rejecting a candidate that is wrong for your team during the interview process is much less expensive than hiring them and dealing with the resulting problems later. This is sometimes described as optimizing for false negatives. Later in this chapter, we discuss how to do this appropriately, as well as cover when its strategically sound to take a risk on a candidate who may not seem like a perfect fit.
It shouldnt surprise anyone that candidates talk to their friends, family, and colleagues about their interview experiences. A great experience can enhance your chances of landing the candidate you want. A bad experience can not only lose you a candidate, but can prevent their entire network from interviewing with you! And these days, most candidates do their homework by reading posts about your interview process on sites like Glassdoor and Quora. Your goal should be to have every candidate walk away from the interview wanting to work for your company, whether you decide to make an offer or not.
Candidates talk to one another, which can be good or bad for you depending on their recruiting experience. One candidate we were trying to hire, who was really a great fit for my team, decided not to move forward with us as he couldnt relocate to Europe. But two weeks later, another engineer from the same company applied, citing the awesome hiring experience his colleague had gone through. We ended up hiring that engineer.
Another time, I visited a conference and was very impressed by one of the speakers. I tried to convince her to apply for a position at my company, but she declined, saying that she had actually thought about it a while ago, but had heard from a friend that our hiring process was very chaotic. She chose to go with a different company.
You more often hear about successful hiring experiences, and not as often the failures.
In times of hyper-growth, you may feel pressure to take risks in order to meet your growth targets. You might take a chance on a borderline candidate or blindly hire a referral because one of your cofounders heard good things about them. But we advise a more cautious path. There are enough distractions in your organization already without the added disruption of having to terminate the new hire that didnt work out. Firings will happen regardless, but they happen even more frequently when you take more risk in the hiring process.
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