Dynamic Reteaming with Heidi Helfand
6 minute read
A newsletter that started as a personal learning and getting-in-touch project by Ivan Krnic grew into a sociotechnical newsletter covering topics of technical excellence, organizational improvements, and productivity.
Throughout our organizational journey at CROZ, we have fallen prey to every possible pitfall from the textbook :-/
In the beginning, a lot of knowledge was trapped in the heads of our senior engineers. It was a sad and unfortunately common situation that senior engineers couldn’t take a proper vacation since every non-trivial daily action such us looking up the build error, deployment in production environment and handling database changesets required their intervention, even when they were supposed to be off. This way of working wasn’t sustainable.
We hypothesized that senior engineers would be relieved of this pressure if we formed teams around them with people that would gradually soak up the knowledge and take over those non-trivial activities so seniors would no longer be a bottleneck.
Soon these teams started to grow and eventually, they became so large that other dysfunctions appeared. Standups lasted too long and people were working on isolated things. It was time for a team split…
We did all this intuitively, based on our gut feeling. Dynamic Reteaming teaches us that there are several clear patterns for reteaming. And knowing these patterns gives us a frame of reference for any action regarding team structure. Each of these patterns has its purpose in the organizational lifecycle.
Listen to my conversation with Heidi, her experience in growing teams by applying reteaming patterns is indispensable.
Interview of the Month
Dynamic Reteaming with Heidi Helfand
Heidi Helfand is VP of Engineering Growth at Kin Insurance and the author of Dynamic Reteaming, a book that casts a whole new light on forming and growing teams. In these fast-moving times, changing your team formation effectively is the most sought-after organizational superpower. I talked to Heidi about fundamental reteaming patterns and her experience in growing organizations.
What do you say?
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