06:00 - can influence through strategy writing, OKRs, RFCs 07:20 - if no one trusts your opinion, it's because you haven't proven yourself or built trust; you need to put in the effort otherwise you'll erode trust 08:30 - *tell others you trust them*; fight back against the urge to micromanage; *"let people go their own way"* 09:45 - trying to influence people is *frustrating*, especially when you realize *you were right all along* and could've saved tons of time, and it happens multiple times; if you still haven't gotten that trust, it makes you feel bad/insecure. 10:30 - *let others talk* first 11:50 - if you don't have the trust you want, step back, scope narrowly, and *do the work yourself*; pick a project, jump in, and do a bunch of execution work; do some tactical work rather than org-level strategizing 12:30 - figure out what your org trusts; some orgs put a lot of weight in titles, others on prior experience 13:40 - being explicit about delegation and what you're not going to involve yourself in becomes really important; explicitly say you're not going to step in; be careful with words; *it's tempting to jump in and always give an opinion*, but only do that if it really adds value 15:11 - frame your goals in relation to the business; get 1-on-1s and meet ppl; self-awareness about your seniority; are you the one talking the most? are you probing ideas? don't be the person in the room that tells people what to do 17:10 - only way things get done is with an *ally* in management; figure out what they value; connect what you care about with what they care about; *consider that now is not the right time* for whatever it is you're pushing for; if that's the conclusion every time, consider whether it's the right role or if you want to try something at a higher level; be empathetic and understand what they value 19:30 - build relationships and trust ahead of time; focus on the WHY; 20:45 - figure out what information mgmt needs to support that decision; know which insights and metrics might change their mind 21:30 - job-hopping loses social capital; you have to nail your first project; they don't know their capabilities; 23:30 - fresh eyes as a new onboarder means you can spot easy high-impact projects 24:30 - find places where you can get *quick wins*; you need concrete deliveries 25:00 - come in with humility and curiosity about how your team is different; "This deployment process is batshit; why are we doing that?" - temper that reaction and understand why it works that way; *lead with curiosity and empathy to understand the historical context* 29:30 - architects have bad rep; tension when it comes to giving away agency and control; out of touch, gatekeeping, not hands-on; waterfall connotations; they say NO to new things; 31:00 - if the architect is embedded into the team as an engineer, they have skin in the game 31:45 - *we're all architects whether we have the title or not* 32:00 - architects slowing things down is a good thing; they boost system reliability; slow can be good 32:45 - understand where "the no" is going to come from; prepare to defend against it; accept it and move on 34:30 - build empathy; 35:00 - RFC with strong opinions; all in this together; work together to improve architecture; we need to be able to collaboratively assess and iterate on our system design; disagreements are hard; attitude is important 37:00 - be aware of your own biases; do you want to use something because it's shiny or because it's going to help?
Thank you for sharing! I enjoyed every minute of the video. All people are pleasant and professional about all questions. I am going through interviews. This video could not come to me at a better time. New team and new role are additional segments of responsibility to just a job well done.
IF you have to influence without management authority, then management must be removed. Contribution is not intended to overcome management deficiencies.
06:00 - can influence through strategy writing, OKRs, RFCs
07:20 - if no one trusts your opinion, it's because you haven't proven yourself or built trust; you need to put in the effort otherwise you'll erode trust
08:30 - *tell others you trust them*; fight back against the urge to micromanage; *"let people go their own way"*
09:45 - trying to influence people is *frustrating*, especially when you realize *you were right all along* and could've saved tons of time, and it happens multiple times; if you still haven't gotten that trust, it makes you feel bad/insecure.
10:30 - *let others talk* first
11:50 - if you don't have the trust you want, step back, scope narrowly, and *do the work yourself*; pick a project, jump in, and do a bunch of execution work; do some tactical work rather than org-level strategizing
12:30 - figure out what your org trusts; some orgs put a lot of weight in titles, others on prior experience
13:40 - being explicit about delegation and what you're not going to involve yourself in becomes really important; explicitly say you're not going to step in; be careful with words; *it's tempting to jump in and always give an opinion*, but only do that if it really adds value
15:11 - frame your goals in relation to the business; get 1-on-1s and meet ppl; self-awareness about your seniority; are you the one talking the most? are you probing ideas? don't be the person in the room that tells people what to do
17:10 - only way things get done is with an *ally* in management; figure out what they value; connect what you care about with what they care about; *consider that now is not the right time* for whatever it is you're pushing for; if that's the conclusion every time, consider whether it's the right role or if you want to try something at a higher level; be empathetic and understand what they value
19:30 - build relationships and trust ahead of time; focus on the WHY;
20:45 - figure out what information mgmt needs to support that decision; know which insights and metrics might change their mind
21:30 - job-hopping loses social capital; you have to nail your first project; they don't know their capabilities;
23:30 - fresh eyes as a new onboarder means you can spot easy high-impact projects
24:30 - find places where you can get *quick wins*; you need concrete deliveries
25:00 - come in with humility and curiosity about how your team is different; "This deployment process is batshit; why are we doing that?" - temper that reaction and understand why it works that way; *lead with curiosity and empathy to understand the historical context*
29:30 - architects have bad rep; tension when it comes to giving away agency and control; out of touch, gatekeeping, not hands-on; waterfall connotations; they say NO to new things;
31:00 - if the architect is embedded into the team as an engineer, they have skin in the game
31:45 - *we're all architects whether we have the title or not*
32:00 - architects slowing things down is a good thing; they boost system reliability; slow can be good
32:45 - understand where "the no" is going to come from; prepare to defend against it; accept it and move on
34:30 - build empathy;
35:00 - RFC with strong opinions; all in this together; work together to improve architecture; we need to be able to collaboratively assess and iterate on our system design; disagreements are hard; attitude is important
37:00 - be aware of your own biases; do you want to use something because it's shiny or because it's going to help?
Thank you for sharing!
I enjoyed every minute of the video.
All people are pleasant and professional about all questions.
I am going through interviews.
This video could not come to me at a better time.
New team and new role are additional segments of responsibility to just a job well done.
@LeadDev appreciate you putting Key Takeaways into the description of the video.
Cool stuff! I wrote down some really good ideas, and can't wait to try them out. Even some of the resonated to my own journey.
Very insightful. Thx you very much!
Thank you!!!
IF you have to influence without management authority, then management must be removed. Contribution is not intended to overcome management deficiencies.