Scaling Teams. Strategies for Building Successful Teams and Organizations Alexander Grosse, David Loftesness

Spis treści książki

• 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

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