The difference between good technical leadership and poor technical leadership--turn

Original address: http://suanfazu.com/t/topic/9613

Foursquare Team Technical Leadership Brief guide-Thoughts on Ben Horowitz "good product manager, poor product Manager" article.

Team work

A good technical leader must be a part of the team, and they think that when the whole team is successful, they can only be successful. Not only do they have to do their job well, they have to clean up the obstacles in the project, so that the whole team can run at 100% efficiency. A good technical leader will strive to broaden the technical viability of the team to ensure that the understanding and implementation of critical systems is not limited to one or two of ideas.

一个糟糕的技术领导通常以完成工作邀功为目的而将所有重要的任务揽于一身。他们的理念是部分优先于整体，所以以整个项目团体为代价而只让团队成员去完成项目中最有利的部分。

Technical Vision

A good technical leader has an overall grasp of the technical direction of the product and ensures that every member of the team is aware of it. Technical leaders assign different functions to the rest of the team members, the techniques and methods that the members need to make their own decisions about the function. They believe that members are intelligent, so they trust them, and the members themselves deal with important parts of the project.

一个糟糕的技术领导直接向其它成员们宣布已经决定采用的技术方向而不是解释或者明确技术方向。技术领导们自己掌握了关键系统的知识，但并没有通过编写和传播一些实用文档来加大这些知识的作用。

Discussion and debate

A good technical leader listens and encourages discussion within the team. When team members are arguing about a problem, they will simply describe a way to solve the idea and a framework to help members solve the problem. A good technical leader never takes a conclusion to participate in a team discussion, but is often persuaded by other members ' ideas.

一个糟糕的技术领导任由无果的争论无休止的进行，这显然阻碍了团队生产力的发展。而有些领导者会过早的结束讨论，用“已经解决了”的回答来反对新的讨论。对于一个差的领导者来说，在争论中获胜比得到一个正确决定要重要的多。

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Project Management

A good technology leader is proactive. They want to ensure that the technical direction of the project is not off track. They want to make predictions with team members and develop intermediate milestones. They want to anticipate problems that may arise in the areas of concern and ensure that they do not get overwhelmed when problems occur. They need to identify technical barriers and help teams overcome them. They want to find the overlap in the project and let the members work it out, and in addition, identify the parts of the project that are not sufficiently valued or resource-constrained and find ways to solve them.

一个糟糕的技术领导者是被动的。他们通常只分配任务，但从不跟进去确保进度。他们从不设置阶段性目标，只希望项目结束时各个部分能够良好集成。对于开发一个复杂系统来说，他们通常在系统发布前的端到端测试阶段才来跟进进度。他们甚至会允许队员在一些有趣却不重要的事情上浪费时间。

Pragmatism

A good technical leader pursues practicality, and they weigh one thing to do or to do. For them, some simplification is sometimes used as a stopgap measure, but they are not lazy. Instead, they encourage team members to use temporary simplified methods or contingency systems to address the issues that exist throughout the development process to meet the basic functionality that can be run at the time of release. For a good technology leader, detail is important. In their eyes, ensuring code quality, conducting code reviews, and testing work is just as important as releasing software on time.

一个糟糕的技术领导者只会为了暂时节省时间而走捷径，但却造成后期维护花费更多时间。他们不能分清哪些情况下需要使用权宜之计，哪些情况下需要尽善尽美。

Communication and Exchange

A good technology leader knows that his role is more than just writing code, communicating effectively with team members is an important part of their work, and in order to make the team more productive, it is worthwhile to spend a little more time. They understand the need to communicate and communicate in a team and also sacrifice personal time for team efficiency.

一个糟糕的技术领导者却认为他们只有在编码时效率最高，并认为沟通是一种干扰。他们不以团队效率为先，崇尚个人主义。当他们不得不花时间领导团队时会觉得万分沮丧。

The relationship with the product

A good technical leader will discuss with product managers and designers about how products work. They are not afraid to raise objections, but they will also make appropriate compromises for product goals. They will come up with alternative but low-tech product ideas to address technical constraints and help product managers and designers understand technical challenges so they can make informed choices.

一个糟糕的技术领导把产品的决定权抛给“该做决定的人”，而不是以一种产品主人公的态度对待它。他们也会因为技术限制而否决一些产品决策，但不会提供可替代的技术方案或向其他人解释技术问题所在。

Work flexibility

An excellent technical leader with a flexible attitude towards product specification changes, with a calm reaction to the product to complete the process of the accident. They will anticipate where changes in specifications might occur, and design highly resilient code to deal with them.

一个糟糕的技术领导面对产品规格的变化时往往心烦意乱，以及过早的在他们觉得不会再发生变化的地方写上低弹性的代码。

Personality

• Good technical leadership is always easy-going and confident. Poor technical leadership is always tricky and aggressive.
• Good technical leadership performance is natural, through technical skills and project experience to win respect. Poor technical leaders believe that respect and prestige come from their own titles.
• A good technical leader always keeps improving himself. Poor technical leaders respond to other people's feedback with a resistance mentality.
• Good technical leadership is not only modest, but also encourages team members to improve their confidence. Poor leadership is not only arrogant but also willing to let their teammates feel inferior.

Original: Jason Liszka2

The difference between good technical leadership and poor technical leadership--turn