BLUF: Shed as many tasks as possible from your list so that you can focus on the entire picture and coordinate efforts for the team.
Delegating is an important part of being an effective leader. I keep harping on this action as a leader. It ensures trust in your teammates, lightens your task list, and ultimately gets work done faster. Aside from this list you are able to focus on other requirements from the project and adjust focus on the project as the landscape changes. This allows you to be a more dynamic leader throughout the project.
There are many fallacies about handing out tasks to others.
- I don’t want to put work on other people because I want to help.
As a leader you have to be able to task others to take care of their responsibilities. You don’t hire people to sit around browsing the internet or socializing. People want to do work…most people. They also tend to get in trouble when they aren’t actively engaged in proactive tasks. “Good idea fairies” tend to come out providing possible errors in code, adding new requirements to work, and unfocused work.
- I don’t trust anyone to do the work.
If you don’t trust your teammates, then why did you hire them? If they can’t do the work of the project then you need to move them, teach them or, ultimately, fire them.
- I don’t know how to assign work.
Pay attention to what work your teammates can do and assign as appropriate. Trial and error is always a fallback. You cannot always assign work to the right people because of the size of the task. It might be an overwhelming feature. Break them down until they are achievable tasks. “You can eat a whale, one bite at a time.”
As everything goes it will take time to be efficient at getting tasks done and assigning them correctly. Iterate through the problem until you find what works for you. Hold daily meetings to take note of how long some tasks are taking individuals to accomplish. Use the common sense meter to adjust or help where necessary.
BLUF: “If you need to motivate people, you’ve already lost the battle.” – @neil_killick
I have made previous posts about culture being a very important part to your recruitment and retention. I cannot stress enough about how culture will make or break your team. Before going out and hiring a bunch of people build the culture to create an incredible atmosphere that teammates want to come back to everyday and not dread work.
- Business values
What is your mission statement and what type of values do you hold true in order to provide the best service?
Don’t just look at 401k, medical, dental, vision, long term and short term life insurance. What are things that you do to make sure you stand out from the crowd? New Macbook Pro for each new employee with a buy back program, birthdays off, open work hours, etc.
- Office fun
What are you providing at the office to promote team building? Scotch tastings, Homemade BBQ, Mariokart tournament, etc.? The best team building event I have seen to date is my company hosting Extra Life Video Game Charity. It wasn’t what everyone wanted to do, but got a lot of people involved because the owner’s knew what there company culture was like and what would take it to the next level.
- Career growth
Provide a path for junior a mid level employees to build their career. These employees are going to be contacted a lot and if you are attempting to hold them back to save a few bucks, then you will quickly see them exit stage left. If you don’t have the space for promotion, then sometimes salary will ease the pain, but it won’t always work.
Believe it or not people care what they work on. Software engineers don’t want to bounce around between different tech stacks. If their resume says C# and MVC don’t assume they are ok with ASP.NET Web Forms.
Building a good culture is a hard thing to do. In my opinion it is about as hard as finding the right idea or better mouse trap, but without it it will be difficult to maintain a consistently strong team to lead you through all the struggles.
BLUF: Your schedule should consist of major events only. Let smart people fill in the gaps.
Micromanaging is a common problem for new and old managers trying to find a happy medium with their teammates. I am dealing with an inexperienced manager who is scheduling out every 15 minutes of the day for us. This is obviously causing issues. It provides no leeway to take care of tasks and other business. As a team member you feel like you are stuck doing whatever is on the schedule because that is what was given to you.
When creating daily or weekly schedules add in major events and then let it ride. You have hired smart people in order for them to be creative and smart. If you want them to be independent then don’t dictate every minute of their day. For example, tell them when arrival time is for the day, group meeting times and when they are expected to depart. I even go as far as to say arrival time is before 10:00 AM so that I can plan meetings for the day knowing when people arrive. My major events happen between 10:00 AM to 11:30 AM and 2:00 PM to 3:30 PM. If I must have a working lunch, then I am paying for it, otherwise I don’t meet until 2:00 PM so everyone can get lunch and catch up on something before a meeting. Giving everyone the flexibility of showing by 10:00 AM allows them to schedule appoints before or after their workday.
There is the other side of this argument, which is that some employees need to be told specific times because too much leeway will cause them to show up late or leave too early or both. The only way you can deal with those employees is to dictate it to them so that you can have justification about their performance or lack there of.
Everyday you have the opportunity to engage with your team members. During these times you have to take the necessary time to go beyond the “shop” talk with them. Your team members care about things outside of work. Whether you like it or not they have a life outside of work whether you email, text or call them after standard work hours.
I have never asked my teammates to work more than 8 hours a day. My job is to provide a culture that makes them want to work more than that because they enjoy everything about being at the office or whatever they call their desk. If you go back to the definition of leadership it is convincing others to do what you need them to do.
Your teammates need more engagement from you than “What work are you accomplishing today?” Ask how things are going at home, with the family, side projects, etc. These Moments gain you a leg up in your relationship with your team. It shows you care about them and they aren’t just a cog in the machine. Take the time to find a lunch to get individuals out of the office and talk to them outside of the office walls. Heck, take the team out. Exiting the office walls opens people up to tell you what is going on. They will tell you about things inside and outside the office.
Here are some options to get closer to team:
- Individual or team lunches. This is a classic way to get on a better foothold with your team.
- Side projects. Encourage your teammates to pursue other work. This will get them involved in other technologies and learn more. Sometimes they need to get outside of the team to learn and ultimately they will bring back what they learned to the team.
- Career progression. Find paths for your teammates to pursue their career.
- Family. If they are willing to share, then learn about what’s going on with their family and follow up with them.
- Hobbies. Work is not a hobby. Find out what they do to find a common ground or know what they like for conversation.
- Let them talk. People want to talk about themselves. Let them know you want to listen to it. Ask them questions and listen to the answers.
Ensure that you have outside work relationships with your team. This doesn’t mean hanging out with them after work, but learn what they do after work or what is going on in their life that affects their work.
Building a Raspberry Pi Cluster
Scott Hanselman – The original article that I found for support.
Alex Ellis – Who created the original post that Scott referenced.
Here is a Amazon list showing all of the items that I purchased. I am also including the static list in case some of the items get discontinued. I built a 6 node cluster because some of the items were easy to support. I also found 4 was an easy number to support.
- Must Haves
- Raspberry Pi 3
- GeauxRobot 6-layer Dog Bone
- GL.iNet GL-MT300N Travel Router
- D-Link 8-port Unmanaged Switch GO-SW-8G
- Cat 7 Ethernet Cable 1 foot – 6 color pack
- USB 2.0 Male to Micro USB 1 foot
- Anker 60W 10-port USB Wall Charger
- Samsung 32GB Micro SD card (I did 128 GB because it was on sale for $2 more)
- Nice To Haves
- Raspberry Pi 7″ Touch Screen
- Case for official Raspberry Pi 7″ Touch Screen
- iPazzPort Wireless Mini Keyboard with Touchpad
The total cost for everything before taxes and shipping was $679. This obviously is not a cheap hacking project.
Installation Steps (Each Node)
- Download Raspbian Stretch – I tried the lite version but could not get the SSH to connect. The current version at the time of this writing was 11-29-2017 filed under 12-01-2017.
- Download Etcher – This will help you flash your SD cards with the Raspbian you just downloaded.
- Add a new file to the boot drive – This allows SSH to be enabled on boot. See release notes from 11-25-2016 regarding this.
- Change into SD card drive. Mine was
- Add the empty file –
touch ssh. The file must be name
ssh with no extension.
- Insert micro SD card into Raspberry Pi.
- SSH into Raspberry Pi – You might need to run an
nmap scan or visit your router’s admin page to see the ip address of Raspberry Pi if it doesn’t respond to the default machine name.
- Configure Raspberry Pi.
sudo raspi-config .
- Change default password.
1 Change User Password.
- Rename machine.
- Arrow down and select
2 Network Options.
esc until you exit Raspberry Pi Configuration.
sudo reboot to set new changes.
- Install Docker.
curl -sSL get.docker.com | sh && sudo usermod pi -aG docker.
- Disable swap.
sudo dphys-swapfile swapoff && sudo dphys-swapfile uninstall && sudo update-rc.d dphys-swapfile remove.
sudo nano /boot/cmdline.txt.
cgroup_enable=cpuset cgroup_memory=1 to end of the line.
- Reboot for these settings to take effect –
- Install Kubernetes.
curl -s https://packages.cloud.google.com/apt/doc/apt-key.gpg | sudo apt-key add - && echo "deb http://apt.kubernetes.io/ kubernetes-xenial main" | sudo tee /etc/apt/sources.list.d/kubernetes.list && sudo apt-get update -q && sudo apt-get install -qy kubeadm.
All done. These steps need to be done for each node.
Creating Supervisor Node
- Set your master node with a static IP.
- Initialize the master node –
sudo kubeadm init --apiserver-advertise-address=192.168.1.201.
- IMPORTANT! – Copy the join script that is printed at the end of the previous command. You will need this later when creating the worker nodes.
- Copy and take ownership of
mkdir -p $HOME/.kube.
sudo cp -i /etc/kubernetes/admin.conf $HOME/.kube/config.
sudo chown $(id -u):$(id -g) $HOME/.kube/config.
Creating Worker Node
- Run the join script that you copied from the Supervisor Node above.
- Install Weave.
kubectl apply -f https://git.io/weave-kube-1.6.
kubectl get pods --namespace kube-system. You should have
3/3 for your services. Everything should also be
kubectl get nodes. All nodes should be in the
Deploy Your First Container
- Paste YAML.
- port: 8080
apiVersion: apps/v1beta1 # for versions before 1.6.0 use extensions/v1beta1
- name: markdownrender
- containerPort: 8080
kubectl create -f function.yml.
curl -4 http://localhost:31118 -d "# test".
Complete! You now have a running Raspberry Pi Cluster running Kubernetes.
kubectl on your local machine –
admin.config over to your local machine –
scp pi@cluster-supervisor:/home/pi/.kube/config ~/.kube/config
- Proxy into your cluster supervisor –
kubectl proxy, if everything worked then going to http://127.0.0.1:8001/version will present you with some good information.
- Now that your proxy is working you can install the dashboard –
kubectl apply -f https://raw.githubusercontent.com/kubernetes/dashboard/master/src/deploy/alternative/kubernetes-dashboard-arm.yaml
- Add the rolebindings –
kubectl create clusterrolebinding add-on-cluster-admin --serviceaccount=kube-system:kubernetes-dashboard
- Find the kubernetes-dashboard IP –
kubectl get svc --namespace kube-system
- Create a SSH tunnel to the dashboard UI –
ssh -L 8080:10.111.182.181:80 pi@cluster-supervisor.
- Check to see if everything worked – http://127.0.0.1:8080.
Last week I had to sit through a meeting where we were trying to figure out how to merge an Angular 4 app into an Angular 1.5 app. First off, why? The original intent was to merge the features of each project into one to create a new product.
Our defense was that we were using the latest, at the time, Angular library and that we had just finished a complete refactor and re-architecture of our entire project that took 2 months. However, we lost the argument because the other project already had alpha/beta/production users. What they had failed to do was a refactor, code review, or unit tests for the last year. They have been working off of prototype code from the very beginning.
After the meeting I asked to have a static code analysis done of both code bases with HP Fortify and SonarQube. The results were without question in our favor. Both HP Fortify found 3 errors in our code which turned out to be false positives and SonarQube produced 0 issues, code smells, duplications, etc. For the other project there were 130 issues with HP Fortify and 29 bugs, 3 vulnerabilities, 231 code smells, and 33% duplication with SonarQube.
Even after the static code analysis was done 4 developers took a look at the code base and it was even uglier than they thought. Most of them saying they would be embarrassed to have the code base in their portfolio. The code was hacky and only one developer was working on it for an entire year with no code reviews or merge requests.
Here is the rest of the story. The project that came up with 0 errors was prototyped with minimal architecting effort, but got to a point after our MVP demo that it needed to be refactored in order to produce a sound and maintainable project. What the static code analysis was not able to identify was the bad architecting that we originally did. SonarQube found only 9 issues before our refactor. I didn’t expect a static code analyzer to find out architecting mistakes, but the amount of difference between our code architecture before and after the refactor was massively different. That is why we need some code reviews done to ensure that our findings for providing the accurate information to make a decision on our code base merge.
The obvious decision would be to merge our Angular 1.5 app into our Angular 4 app, but there is a business case that might not allow for that timeline, so we have prove our case that our technical solution is a better way forward for the business.
BLUF: Military leadership is not a ritualistic environment that lines up 100 yards from each other taking musket shots to see who is left standing.
A lot of outsiders of the military think that we live by some sort of dictatorship and do as we are told and don’t ask questions or apply thought to actions. We are not T-800s just running around with a single mission.
In all leadership education you will find there are leaders and there are followers. There are times when you need to be a good follower and there are times when you need to be a leader. Combined Arms Group, once known as Delta Force, is such a lethal force because of the ability for the statement “When in charge, take charge.” to be so impactful. This group of soldiers allows for individuals to be proactive and accomplish a mission without a command given. If you see something wrong and you want to fix it, then you have the ability in that environment to take command and ask for tasks to be completed in order to accomplish the final solution. This can come from the bottom of the food chain.
Here is the difference between a flat organization and a hierarchical organization with great leaders. A flat organization only seems flat because everyone has the opportunity to make a difference, but there is still an understanding of who is charge of the entire organization. In a flat organization if you have an individual trying to influence from a lower position then there is a greater opportunity for the said individual to topple the leadership and inflict problems into the organization.
However, you can still have a flat organization where you empower individuals to make their greatest contributions and positively affect the organization. As a leader you still need to assert your leadership from a position or influence and not authoritative power. A definition of leadership is influencing individuals to do what you want without threats or maltreatment.
A top down hierarchy is the classic organizational style that will set the stage to accomplish the above leadership style. It is each individual level of leadership that affects whether you have a flat organization or a dictatorship. If you can empower individuals at every level to provide an impactful achievement and proactive attitude, then you can provide a culture and organization that can accomplish anything.
The military has always taught a top down leadership style, but you will never see a coup d’etat from the United States military because we do not let those individuals prosper to a level of influence. The United States military provided me with the best leadership development skills to learn and understand that the lowest person can be so impactful.
Any leader that is not providing an environment to let you do your best efforts is only leading you down a path to failure and career depression. A leadership should provide you with the ability to learn, advance and even stress out a bit because they are putting you in uncomfortable positions. As I have said in a previous post, being a leader that provides everything your teammates need and a bit of guidance, then you will be better of for it.
We trying to get your idea sold to upper management or leadership it could come as a big challenge to demonstrate and explain exactly what you want to do or how you are going to achieve. A concept of the operation, CONOP, is the best hybrid approach that I have found to answer questions quickly and tell someone the “5 W’s”.
A CONOP is a one page document that will answer the overall concept of a problem/solution set at a 10,000′ view. There is no fine grain detail or planning that takes place in this document. It is almost like a elevator pitch mixed with words and visual cues to answer the initial questions in order for someone to want to get to the next level; next level being a detailed plan for execution.
In a CONOP you need to answer the “5 W’s” both written and visual to capture both ways that someone understands information. You should have a diagram or image of what is going to occur in the most important part of the solution. A mission statement that has the words to answer the “5 W’s” and then extra information that would help identify a potential plan of action or answer some devil’s advocate questioning.
The above image is an example of a CONOP layout with possible information sections. “Main Idea” would be where your diagram or image goes to visual depict your idea. The other sections are not necessary, but I would highly suggest a minimum of the “Mission Statement”, “Key Tasks”, and “Timeline” sections.
Somehow you need to be concise enough to get your idea in entirety on one page for review by management and leadership to OK further development of the idea. This document will help capture that idea in order to tell your story with trying to aggressively defend it.
BLUF: Give your team the time they deserve to accomplish their planning before execution.
During any operation in the military there is a rule of thumb that should be applied to any mission planning set. The “1/3, 2/3 Rule”. This rule states that you should only use 1/3 of the planning time for your planning and give 2/3 of the planning time to your subordinates.
For example, if you need to move a logistics package from Tampa, FL to Atlanta, GA and it needs to happen in 3 days, then you should take 1 day (1/3) of the time to plan out the logistical movement at your level and then give your team 2 days (2/3) to plan out their part at their level.
If you think about this, then you are allowing the most planning time given to your teammates rather than being selfish and hoarding all of that time and everyone else’s time to create my plan and then throwing it at everyone else hours before the execution has to happen and expect a great execution to occur. Also, if you wait until the end to give your teammates your plan, then your team is sitting around doing nothing and guessing about what actions they need to take to make this a successful execution. They can only guess if you actually told them that something is coming down for them to get ready for.
This planning technique highlights a few leadership characteristics that I have discussed in previous posts.
- Don’t be selfish, be self servant. Allow your team the most time to plan for mission execution.
- Provide a WARNO (Warning Order). This will answer the 5 W’s for your team to prepare for without knowing the intricate details of the plan.
- OODA loop – Don’t let this 1/3, 2/3 Rule confuse to be a hard and fast rule about you do your 1/3 planning first and then they do their 2/3 planning. This is still an iterative fashion that you should continue to feed information to your team as your receive it.
BLUF: Planning is only as valuable if your information is accurate and worthwhile.
Planning and design is the biggest consideration if you have the time and information to apply at this stage. This stage will allow you to reduce code maintenance. It also allows for expectations to be set correctly.
Backwards planning helps you setup tasks that need to be accomplished by a deadline. This planning technique can be used with any software development lifecycle methodology. It allows you to estimate tasks timeline from a deadline and work backwards to see when you need to start each task in order to meet your deadline.
Here is a quick example. Fly from Atlanta to South Africa.
- Deadline: June 18, 2018
- Pack: 1-2 days before
- Find travel amenities (magazines, books, pillow, snacks, etc.): 3-4 days before
- Order new luggage: 1 week before
- Vaccinations: 1 month before
- Book hotels: 1-2 months before
- Book tours: 1-2 months before
- Passport: 4-6 months before
- Purchase plane tickets: 1-6 months before
In this example you have to start your process of getting ready for this trip in January 2018 otherwise you run the risk of not having a passport to leave. If you already have your passport, then you can start in April 2018. Obviously with experience and know how you can further reduce your timeline. All of that is part of the planning phase.
Backwards planning can allow you another tool to tell you if your timeline is accurate or if you need to reduce your workload in order to meet your deadline. This can also help you in finding which features or tasks will never be able to make it into your timeline because it just doesn’t have the runway to accomplish something that is dependent on another team or third party to accomplish.
Realize that this technique can help estimate points in Agile, timelines for Waterfall, or to find predecessors for your tasks. Also realize that you cannot always have a great planning phase without enough information to accomplish your planning. Sometimes things happen that interrupt schedules and cause you and your team to be dynamic.
These dynamics can either be your best accomplishment or greatest downfall as a leader. Don’t allow a misstep in plans to fail your project. Don’t forget…
No battle plan survives contact with the enemy. – Helmuth von Moltke