I love this talk because it truly looks at the whole experience, not just the main tool that provides the majority of that experience. One piece will always be one piece, until it’s connected and made whole.
Leading a team means you’re context switching all the time.
One minute, you’re doing some planning for a project. Next, you’re chatting about someone’s career goals. Later, you might be scanning your roadmap, thinking over what needs to be tweaked. With all that swirling around each day, it’s difficult to keep the important messages in mind for your team.
Think of how your team feels. They do the work, and probably have more on their plate than you. How do they remember what’s important? I’m not talking about your company or team goals, but the messages that will motivate them and make them think deeper about things like company goals. My leadership coach, Akshay, calls these “campaigns.”
To make this easier, I wrote a list.
We should be building the fire suppression system, not the putting out all the fires.
How does it look on mobile?
What problem are we solving here?
We’re not just about themes anymore.
Make the future.
I look at this list at least once a week, trying to work it into conversations and communications with my team when it fits. The list evolves over time, but the themes within stay similar. They range from the everyday details that translate the craft to broad messages that grant perspective.
How are you communicating with your team? And are you saying the important things?
“…And I do believe, though, that you create your own luck. Because luck is around. You know, I’m a – I did long-distance running at school. And you only succeed by doing a huge amount of training and then having great stamina, understanding that other people are also feeling tired. So when you feel tired, you should accelerate. That’s when you start winning. So – and I’ve learnt that with developing new technology, that when you feel like giving up is precisely the point everybody else gives up. So it’s at that point that you must put in extra effort. And you do that, and then success is literally just around the corner.”
I relate to it since running has influenced a lot of my perspectives in life, even though I don’t run regularly these days.
This is about what I learned the hard way: That great creative leadership is about letting go of that nagging mental image you have of what you are supposed to do. It’s about believing in others, and focusing on fanning the flames of creative, weird, exothermic people, rather than on fixing problems.
I like the message on perspective. It’s all about your perspective.
I first heard about Visual Studio Code on the Toolsday podcast, but didn’t give it much attention. I had recently started coding with PHPStorm, and was trying to embrace working with an IDE. Before giving it a go with PHPStorm, I enjoyed using both Atom and Sublime.
But a few weeks ago, I started using VS Code every day. I haven’t looked back. Here’s why:
VS Code really does blend the best of both worlds: a code editor and IDE. I like how I have all the features of Atom and Sublime, with a dash of PHPStorm.
My favorite feature so far? The built-in console. I love that I can do a lot of tasks in one app.
It feels faster than Atom, and certainly less cumbersome than PHPStorm, my biggest criticisms of each of my last two editors.
I haven’t run into many challenges in the switch because I tend to keep my editors lightweight, not using dozens of extensions. I have encountered some on and off issues with my PHP CodeSniffer and PHP executable configuration lately. I think it may be related to an existing bug in the extension though.
We always think we can do more than we can. Myself included. That hasn’t changed since taking on a leadership role.
Multiple bosses have told me that I “take on too much.” Recently, several members of my team said the same thing to me. Why do I do it? Lots of reasons. Like my team might already have a big to-do list so I don’t want to burden them. Or I want to contribute, and feel like I’ve knocked something off the list. I might even think I can do it quicker than anyone else.
No matter the intentions, many times those reasons end up being selfish. Especially if I fail to help my project, team or company.
If I have the urge to add a task to my to-do list, I ask, “Will this help my team or a specific project?” If they answer isn’t “The team,” I try to delegate the task.
When I start a task, I try to ask myself the same question. That way, I have a filtered process, meaning it’s harder for the wrong tasks to make it through to my day.
I’m not perfect, but using these triggers has meant delegating more and working on the right things for me. If I hesitate, I try to think of the advice my colleague, Brie shared – “Delegate until you’re uncomfortable. If that doesn’t work, I can usually hear my team’s voices, “Delegate, DK!”
Every so often, I read or listen to the commencement address, This is Water, by David Foster Wallace. You can get it in article form, book form or on YouTube. In it, he talks about truly learning how to think, and the freedom that provides.
The really important kind of freedom involves attention, and awareness, and discipline, and effort, and being able truly to care about other people and to sacrifice for them, over and over, in myriad petty little unsexy ways, every day. That is real freedom. The alternative is unconsciousness, the default setting, the “rat race” – the constant gnawing sense of having had and lost some infinite thing.