There are lots of ways to set goals, and lots of ways to get going on achieving them. It’s pretty much the same approach when you are setting your own personal goals as to when you are setting those for your organisation. The difference is in the circle of people you consult with (more professional overlap for the org goals!), and then how widely you share them.

Sharing your personal goals helps you commit to actually making them happen. It’s not vital, but it’s certainly useful. Sharing your org goals is vital! It’s the only way they are going to happen, and it’s the only way that people will know what you are trying to achieve as a group.

Banging them in a slide deck and calling it a day is not going to cut it. That doesn’t give the alignment that you need to have everyone pulling in the same direction to chase down these big goals.

Instead, you need to get your comms plan in gear, figure out the arenas you can sell your goals in. Present them to people, tell them why these particular goals matter and why they are more important than other things we could be doing. Take questions and answer them honestly. Record some sessions for people who are on leave. Share them in Slack, put them on the Intranet (woo!) and finally point people to the deck!

Then repeat this, and go again. Talk about progress towards the goals, share the successful steps towards them and keep them in people’s minds.

This multi-channel approach might get decent visibility and some good buy-in, and the repetition will help, but you won’t actually know how aligned people are to these goals.

Ask them!

As a leader you’ve got more context, you know what’s going on and you have more background than most people in the org. It’s all obvious to you, but it might not be to the Individual Contributors doing the work.

So, ask some questions:

  • What is our top goal for the year?
  • Why are we going after this?
  • What are we not going to do?

Look for patterns in what comes back. What’s missing, what’s wrong, what has actually landed with people? Take these themes, then use them to rework your comms. Address the misconceptions, dive deep into the gaps and celebrate the good understanding.

You build alignment with clear messaging, repetition and rework.

It’s not a one-and-done deck and presentation, and if you think it is you are destined to fail.


Elevator Pitches

You need to be able tell someone what you do, and why it matters, in just a couple of sentences.

We tend to call this an elevator pitch, taken from the idea that you might be in a lift with someone, and you’ve only got the short time it takes to move between a few floors to show them what you can do.

You also need to have more than one of these pitches prepped. Imagine it’s your boss, a peer, someone in a different part of the org or even the CEO. Depending on who you are talking to, you want to be able to show your value in a way they will understand.

First off, get the long list written down. Think about the impact that you’ve had, projects you’ve led or products you’ve launched. List out these wins, cover the business value, why they are interesting to a specialist and what the 50,000 foot view looks like.

Next up, loop round, tighten them up (remember, only 2 sentences!). Take the best couple and practice saying them out loud. You want to loop through enough times that it feels natural to you, that you have the cadence down and that you aren’t rushing-to-fit-in-more-than-two-sentences-in-a-few-seconds.

If you want to go full on “Elevator Pitch”, then you finish off with some sort of hook. You might just want to raise awareness so that you are remembered in future interactions, or you might have some sort of request that you need to make.

In the pitch, you don’t have time for this, so don’t use those seconds to ask for extra people or some more resources. Instead, give the person something that they can come to you with.

Imagine that your value statement is: “We’ve just launched product X to country Y, and it’s driving a Z% uplift in annual revenue.”

That’s super good for your out of org colleagues, and probably works well for the CEO too, as it’s very commercially focused.

Now, if the thing you want is some support to go faster and launch to another country, then assuming that you got a positive reaction, you can follow-up the statement with “Let me book in a meeting to discuss how we can accelerate the rollout”. if you get an enthusiastic yes (or even a “Speak to my PA”), then you are much closer to reaching your goal than if you either went direct, or made the request without the pitch first.

So build your pitches, practice them. Refresh them to keep them current and tailor them to your audience. Raise awareness or leave a hook for future conversations.

A thousand times better than an awkward silence and a chat about the weather!

Coaching Leadership

Make your choice

I recently joined a webinar discussing Effective Engineering Leadership. One of the questions was around remaining current as an Engineer when making the change to a management role.

My advice here is to think about the job that you want to do, and focus on that. You need to make a choice between the Individual Contributor role and the People Management role, as they are different jobs with different skillsets.

You can trial one or the other for a period of time, but if you try to do this for a long time, you’ll just end up doing two jobs badly, which is not a great outcome.

On either path you can still be a leader, and in fact that’s expected as you progress and grow your career. Good organisations will support this and have development paths for both tracks. Bad ones will force their best ICs to management. Choose where you want to focus your efforts!

Nothing is also a choice, but in your career doing nothing and just drifting along is likely not a good one.

So pick a role, understand it, learn the skills you need to be successful and deploy them. Don’t do two things badly.

Coaching Leadership

Everything Old is New Again

In a large enough organisation, it is easy to lose the thread of where we are now. Great practices and processes can be lost as people move on to different roles or focus on new things. As you grow, people joining the company will bring their own experiences forwards, without necessarily understanding the history of what has gone before.

This is another classic communication conundrum, having people tread the same ground multiple times, solve problems that have already been solved or go chasing off in multiple different directions is incredibly wasteful. What can you do to reduce the likelihood of this happening?

Document the good stuff! People are unreliable over time, so write it down if it’s good. Give access to people who are interested in the specific topic, and make sure it’s easy to edit and keep up to date. This is great for repeatable processes like hiring, and it’s super good for recording decisions, especially when you choose not to do something.

Next, make sure there’s someone who has responsibility for the thing, and time to manage it. For small stuff, that might be part of a role, but again, as you grow you might find it’s important enough to hire someone, or build entire teams around it. I’ve taken onboarding practices from an ad-hoc group of volunteers, to a defined part of people’s roles, to the entire job of a small team. This gives amazing continuity and saved us from re-inventing the wheel multiple times.

Then you need to communicate it. Remind people where things are stored. Ask them if they have seen the docs, or talked to the people who are already doing the thing. Connect them up. If someone is keen to improve a recruitment practice, hook them into the groups already working in that space.

If people are new and want to investigate a product area that’s previously been discounted, then accelerate them by giving them the state of the art. Get them to answer the question “What’s changed?”, and they’ll save massive effort on getting to where you have already been, and be well prepared for any long-serving nay-sayers they meet on the path.

Also, make sure the people who are already doing a thing are easy to find and noisy about what they do. This is when you broadcast, that’s where you share your wins on the public channels. That’s an excellent use of the wiki, intranet or company Slack. Help people find you early, and you don’t crush their dreams when you tell them that you’ve already solved that problem.

It’s poisonous to leave people solving problems you’ve already solved, it’s the quickest way to waste massive sums of money and great tracts of time. Build that organisational memory, and propel people to the novel and new.

Innovate in fresh areas to drive on to great success.



We are terrible at quantifying and understanding risk. More often than not, we err on the side of positive outcomes, especially if we think something is pretty likely to happen. You can explore this deeply in the classic Thinking, Fast and Slow, but today we’ll look at risk vs optimism in software development planning.

If something is complex, novel or collaborative, then it’s really hard to plan, with software, it’s all three! Previously we’ve looked at the reasons why we use agile methods, and why launching early is important to the creative endeavour, and why “When” is a bad question. Now we’ll bring some number to the party. Exciting!

Sometimes we need to hit a particular date or milestone, usually when there’s an external requirement (think a new law coming in to force, or an immovable date like Christmas). How can we understand the risk we are facing, and also report them out accurately?

Optimism is not our friend in these circumstances. There are a number of ways to be optimistic when planning against these fixed dates, here are the top three:

  1. This is an easy problem to solve
  2. We’ll get faster as we go
  3. Nothing unexpected will happen

A new or na├»ve planner will come up against all of these, but might not recognise them. They will look at the requirements, split them up, estimate them and slot them into your preferred timeboxes. Almost certainly this means your plan will slip and you’ll miss your target.

Imagine that you hit sprint commitments 90% of the time. That’s pretty good! However, that means within five sprints, you have more than 40% chance of missing a commitment. As soon as you miss one, you are playing catch-up, and experience shows us that never actually happens.

Being right 90% of the time is also massively unlikely, but it’s a nice round number that’s pretty comforting in planning world. If you only really are spot on 75% of the time, then after 5 sprints you’ll have missed at least once move than 76% of the time!

To beat this optimism, put some evidence into your thinking. Track two things. First off, how hard you thought something would be at the start. Second, the end-to-end time to complete it (which includes everything to get it really and truly done and out into the world).

Generally, we’ll perform about as well as we did last time. Maybe a little better, possibly a bit worse, but tracking these two numbers mean you’ll be able to get good confidence in how often you hit those commitments.

Next up, grab some contingency. If you have a fixed date, then aiming at that time is the high risk approach. Remember, you are super likely to slip up, even if you are right 90% of the time.

Assuming that 90% figure, if you extend that five sprint timeline to six, then the chance that you miss commitments twice is only 18%. That’s over 80% confidence of success, much better than your 60% working to 5 sprints exactly.

These calculations can be performed with the help of a binomial distribution. It’s all pretty theoretical, but it can help to shed some light on unexpected outcomes.

Finally, do the things that are most important first. That’s a key part of success in the agile world, and it still helps even with the fixed commitment.

It’s not always the hardest things, but the ones that matter most. If there’s a feature you simply must have or else risk breaking the law, then do that first. If it’s nice to have, or a general solution to the problem, or something else that’s not vital, put it to the back of the queue.

This means that even if you do end up missing more than expected, at least you’ve done the biggest bits first. When a deadline is looming and you’ve got the ‘Musts’ done, then the ‘Maybe’ quite often just falls by the wayside.

These techniques help you overcome optimism, plan better, be more agile and keep more of the commitments you make.

Measure the difference between your estimates and the actual time taken, grab contingency and do the important things first!

Coaching Leadership


Effective delegation is a vital skill to scale your efforts as a leader.

As with any skill, it takes practice to get right, and it’s certainly something you can get wrong. Bad delegation is an abrogation of responsibility, it leaves people confused and uncertain, and it’s a super quick way to confirm any rumours that management is ‘out of touch’.

Good delegation is a powerful way to develop people in your organisation, and to get them ready to take on aspects of your role, so you can step up to the next level yourself.

Look out for opportunities that align to the development needs of the person you wish to delegate to. That could be their strengths to take to the next level, or it could be a gap where they need to show stronger competencies on a wider stage.

Early on, it can be hard to let go. Use the 70% rule. If you think the person is going to be at least 70% as effective as you, then they are ready to take on the delegation. Don’t wait until they are 100% ready, especially if you lean towards perfectionism. This is because your judgement is going to be somewhat off, if you think 70%, it’s more likely they are just about there, and if you think they are 100%, then it’s likely they were really ready a long time ago.

Also, start small. Don’t delegate a year long project, start with something that runs for a few weeks at most. It’ll be easier to track progress, and failure here is likely to be less than catastrophic.

To ensure a good delegation experience, you need to set solid expectations, you need to show trust and you need to verify what’s going on. It’ll be rocky the first few times, so check-in on these as you go, and don’t be afraid to reflect and correct.

  • Expectation – This sets clear boundaries, you explain what the goals are, what the parameter are and especially what success and failure looks like.
  • Trust – You then need to give space to the person to achieve the outcome. They won’t do it like you would, so don’t micromanage
  • Verify – Trust the process, check-in on the progress. Agree when you’ll do this as part of the expectation setting, and scale it based on the importance and duration of the task. Daily check-ins on a yearlong project are probably too often, but might not be for a week long effort. Make sure it’s close enough together to enable easy course correction, but far enough apart to avoid constraining creativity.

Use these techniques, and you are much more likely to turn delegation into a great development opportunity rather than an abrogation of responsibility.

Coaching Leadership

Point to Point

Different messages need different types of communication. Big broadcasts will not always cut it, sometimes you need to think about when it’s right to use methods when there are only a couple of people in the conversation.

Going point-to-point is great when the conversation is nuanced, any time that you need to discuss something in a back and forth way. That might be having a difficult conversation about development, or when you need to discover more information before making a decision.

It’s also great if the topic only affects a few people, or if there’s an outsized impact of a change on a small group of people. For example, if you are going to make a change to how a process is run, it’s almost certainly going to be a broadcast message. However, if there are a few people who will be negatively impacted, you should communicate that directly and personally in an individual setting. This is especially relevant for times when the changes are impacting people slightly differently, you use the capacity for back and forth to understand the impact on them, and make sure you are acknowledging that impact.

You might go point-to-point to build up support for an idea or change before sharing the big broadcast. Similarly to the way you look at people who are negatively impacted, here you look for people who will have an outsized positive change. These will be big supporters, so get them onside before you go public.

Not every communication in your working life will be best served with a Slack message, an email blast or a shout out in the all hands. Look out for times when you need the personal touch, and go point-to-point when the time is right


More Is Better

Here’s a interesting question that was thrown at me the other day. “Does adding more developers reduce code quality?”

The answer is “No”, so long as you remember something really important. Software development is most certainly a team sport. Recognise this, and you’ll see why adding more people to a project will be beneficial.

The flip side is also true. If you add extra developers, but treat them like individuals, then you are much more likely to put together a substandard solution.

As a team, you work together for the shared outcome. You agree practices and processes that help you go faster and protect you from basic mistakes. You can share the load in busy spaces, get extra pairs of eyes on complex parts of the system and use the expertise of others to fill in gaps in the rest of the team.

Much in the same way that a football team isn’t made up of eleven forwards, you don’t just add carbon copy skillsets to your team. Bring together a diverse group across skills, preferences and experience, and you’ll get a better solution to your problems.

Teams build software, remember this and you won’t shy away from adding to your group!

Coaching Leadership

We are Rational

In any organisation, there are people doing different roles. We’ve looked at how you can understand the complexity in these roles by putting yourself in the position of others.

When you get into a large enough organisation, there will be lots of people working in similar roles to you, some of whom you might never have met!

This brings a different problem to understanding a different role. Sometimes you’ll be thrown together on a project, and you’ll have to adjust your own frame of reference to get what’s going on with people in different teams or departments.

As you are intimately familiar with your own problems, then it’s really easy to fall into the trap of thinking all your solutions are right, and they are the rational approach. This is even more common for Engineers and those that work in various analytical fields.

Working with people who have the same role, you can then quite easily transfer this thinking, and project it onto colleagues unfairly. If they take approaches that are not the ones you would have chosen, or value different things, then you risk thinking that these approaches are irrational, purely because you are sure your solution is the rational one.

Watch out for this! It’s a quick way to conflict, and the fastest way to make sure you don’t make any real progress.

Instead, deploy some empathy. Use your expertise to understand the problems of your colleagues. What’s different about their solution? Is it cultural, is there a misunderstanding, or maybe something that they know and you don’t?

Be open and ready to learn, steer away from the accusing Why? and instead build your understanding with questions that start with “What …”

Spend some time just digging in to these concerns, and you’ll reap the rewards of closer working as you get the rationality of others, where you may have missed it before.

Book Review Coaching Leadership

The Advice Trap

Michael Bungay Stanier gives us The Advice Trap, a guide to understanding your default advice giving behaviours, and a range of techniques to tame them. Instead, he suggests you stay curious for longer, and Michael shows you why that’s important.

It’s another short and punchy book, very much in the mould of The Coaching Habit. It’s not quite a sequel, but it certainly builds on the ideas of the previous book and you might take more from The Advice Trap if it’s not the first MBS book you pick-up.

It’s very much positioned towards leaders rather than pure coaches, and it encourages you towards behaviours that allow your leadership to become more coach-like.

We start with a whistle-stop tour of why giving advice is not a great default position, and how it kills off the Drive of the people you are giving advice to. Next up, we learn a bit about Easy vs Hard change, and how giving less advice is certainly in the “Hard change” bucket.

You get to explore whether you are a Tell-It, Save-It or Control-It type person, although you will probably recognise a bit of all of them in you. I certainly did!

We look at a ways to deflect each of these behaviours to become more coach-like, and also get to see the pain of each type of advice monster. Tell-It means you jump in too early and give answers to the first problem, not the biggest one, Control-It means you avoid risk, so don’t explore new and different ideas, and so on.

You get a whirlwind summary of the Coaching Habit, either as a great summary or enough context to catch-up up if you’ve not read it.

The practical advice continues, digging into a lot of Foggifiers, the tactics and pitfalls that people deploy to get away from the hard work of coaching and bringing about change. You’ll recognise all these behaviours, whether it’s deflecting to other people rather than working on what you can control, or going so big picture you can’t find something that’s actually available to be changed.

We also bring in the TERA quotient, Tribe, Expectation, Rank and Autonomy. By lifting these up, you gain more engagement, and are more likely to then get to great outcomes and big change.

The rest of the book is really about practising and cementing these skills, everything from being generous to finding ways to drop in even more of the coach-like behaviours.

There’s also a bonus chapter of advice on when it’s good to use advice! As leaders we need to know when it’s right to use a range of techniques, and whilst advice is likely to be an overused tool, it’s no good going so far the other way that you never use it.

This is another great book for leaders who want to strengthen their coaching muscles. It’s a quick read that you can dip back into whenever you need to, and the exercises and self-reflection tasks are really powerful ways to take even more from it!