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Team Geek: A Software Developer's Guide to Working Well with Others, by Brian W. Fitzpatrick, Ben Collins-Sussman
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In a perfect world, software engineers who produce the best code are the most successful. But in our perfectly messy world, success also depends on how you work with people to get your job done.
In this highly entertaining book, Brian Fitzpatrick and Ben Collins-Sussman cover basic patterns and anti-patterns for working with other people, teams, and users while trying to develop software. This is valuable information from two respected software engineers whose popular series of talks—including "Working with Poisonous People"—has attracted hundreds of thousands of followers.
Writing software is a team sport, and human factors have as much influence on the outcome as technical factors. Even if you’ve spent decades learning the technical side of programming, this book teaches you about the often-overlooked human component. By learning to collaborate and investing in the "soft skills" of software engineering, you can have a much greater impact for the same amount of effort.
Team Geek was named as a Finalist in the 2013 Jolt Awards from Dr. Dobb's Journal. The publication's panel of judges chose five notable books, published during a 12-month period ending June 30, that every serious programmer should read.
- Sales Rank: #475386 in Books
- Brand: Brand: O'Reilly Media
- Published on: 2012-07-18
- Released on: 2012-07-18
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x .50" w x 5.50" l, .49 pounds
- Binding: Paperback
- 194 pages
- Used Book in Good Condition
Amazon.com Review
Team Geek Tips
JOIN THE TEAM
Don’t work alone. Create a low-friction environment for rapid feedback loops with other programmers.
Keep the "bus factor" high. (Bus factor = the number of people that would have to get hit by a bus before your project is completely doomed)
Practice humility, respect, and trust. Almost every social conflict can ultimately be traced back to a lack of one or all of these behaviors:
Humility: You’re not the center of the universe. You’re neither omniscient nor infallible. You’re open to self-improvement.
Respect: You genuinely care about the people with whom you work. You treat them as human beings, and appreciate their abilities and accomplishments.
Trust: You believe others are competent and will do the right thing; you’re okay with letting them drive when appropriate.
SET THE STAGE FOR SUCCESS
Build a strong team culture. Base that culture on humility, trust, and respect— and consensus-based decision making.
Write a mission statement. It's just as important to agree on what you're NOT doing as what you are.
Run efficient meetings:
Never underestimate the bandwidth (and power) of a face-to-face conversation. It trumps all forms of electronic communication.
BE A TRUE LEADER
Remove roadblocks for the team. Strive to be a "servant leader."
Be a leader, not a manager. Managers worry about *how* to get things done, while Leaders worry about *what* things get done, and trust their team to figure out how to do it.
Provide direction and intrinsic motivation. Figure out how much guidance the people on your team need to stay on track—and happy.
MANAGE PROBLEMS WITHOUT DRAMA
- Reject behaviors, not people.
- Guard your team's attention and focus.
- Ignore trolls and stick to facts.
- Don't sacrifice long-term culture for short-term convenience.
Ask for forgiveness, not permission.
If you can't take the path, make the path.
Connect to the right people. Take advantage of the favor economy.
Cut to the chase. Make requests using "3 bullets and a call to action" method.
Example:
- There is a pony deficiency.
- Lack of ponies makes people sad.
- Ponies increase productivity.
TAKE CARE OF YOUR USERS
When marketing your product, under-promise and over-deliver. Be aware of how people perceive your software; it determines whether they’ll even try it out.
Make your software easy to use. If your software isn’t easy to try, fast, friendly, and accessible, users will eventually walk away.
Listen to your customers. Users want to be heard and acknowledged. Proactive engagement with long-term users has a positive effect on the evolution of your software, and on retaining your customers.
About the Author
Brian Fitzpatrick leads Google's Data Liberation Front and Transparency Engineering teams and has previously led Google's Project Hosting and Google Affiliate Network teams. He cofounded Google's Chicago engineering office and serves as both thought leader and internal advisor for Google's open data efforts.
Ben Collins-Sussman, one of the founding developers of the Subversion version control system, led Google's Project Hosting team, and now manages the engineering team for the Google Affiliate Network. He cofounded Google's engineering office in Chicago and ported Subversion to Google's Bigtable platform.
Most helpful customer reviews
13 of 13 people found the following review helpful.
Great advice, not easy to apply outside of Silicon Valley
By Prof
Strengths: Geek "mentality" (hide my code until it's perfect) is summed up well, the team experience and culture are explained throughout with useful metaphors.
Weaknesses: Much advice is based on utopic premises, i.e., oriented towards large open source projects or Google (where candidates with dysfunctional team culture are theoretically weeded out during job interviews). It would be good if there was more realistic advice that applies to the 99% other software companies, e.g., where customers are government, military, etc. and companies are small businesses operating outside of silicon valley without the biggest talent pool.
0 of 0 people found the following review helpful.
Enjoyable book that is worth a read
By Bryan Roth
The book was quite an enjoyable read. The mere fact that I finished reading it was a good sign. The book kept me enthralled with its rich anecdotes even though they can be applied to pretty much industry. I really enjoyed the section about dealing with poisonous coworkers as this seems to be a common problem in companies. I also enjoyed learning about the HRT principle and how it can ensure a healthy culture within a software development team.
I would recommend this book to pretty much any one but more so to software developers. It's a good refresher on how to deal with common problems within software teams and how to participate in or lead a solid, lean software development team.
The books had some great points but I often thought that most of the advice and anecdotes were based on common sense. This is why I gave it four stars.
0 of 0 people found the following review helpful.
Quick read for creating a cohesive software development team
By Jason Timms
I found this book enjoyable and appropriate for helping me understand how to improve my "social graces" in my development team environment.
There are a lot of common sense things contained in here, however, because of the personality types that gravitate towards IT/software it sometimes feels like we live in a different world and normal rules don't apply. It commonly feels like if we wait long enough, since most of us are non-confrontational, our social infractions will fix themselves or go away. That's rarely true and can eventually lead to unsatisfying work (and who wants that?) and burnt bridges.
Being a person that loves my career cocoon I've created in development, I found the section that urges the reader to break out towards leadership - a swift kick in the pants. It might take more planning, but I see value in their argument, "Your career is in your hands".
These tips help getting along in any walk of life. I am just glad they came from the perspective of seasoned software pros whom I can empathize with.
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