How do you become a development team lead?

Development can mean so many things such as taking part in delivering formal learning, or support colleagues or new team members. Most people undertake these activities without actually recognising them as development activities that can contribute to a role

This is going to depend if you are applying internally or externally. If you are applying internally, people already know your skillset and it might be easier to build an internal business case on why you'd make a great development team lead or to invest in your learning to get on that path. If it's external, this is a little bit more challenging so spending some time to find out what hiring managers are looking for for these roles will be critical.

Autoconhecimento e autogerenciamento: Conhecer suas próprias habilidades, limita??es, valores e emo??es é fundamental para o desenvolvimento pessoal e profissional. Soft skills relacionadas ao autoconhecimento, como inteligência emocional e autogerenciamento, ajudam a melhorar a eficiência no trabalho.

Cultivate leadership skills, focusing on effective communication and problem-solving. Take on challenging projects to showcase your abilities and volunteer for leadership opportunities. Mentor junior team members, seek guidance from experienced leaders, and learn project management methodologies. Lead by example, demonstrating a solid work ethic and dedication to quality. Build relationships within your organization, attend industry events, and consider additional education or certifications. Actively seek feedback for continuous improvement and tailor your resume for leadership roles. Keep in mind that the journey to becoming a team lead is gradual, consistently investing in skills and embracing new challenges.

I think it is important to understand what development truly means. Several leaders and managers make the mistake of acting under the guise that development is just training and coaching. It's much more than that. One should determine their ability to develop others through the lens of their role, their team/group/project, outcomes, best practices, coaching, training, and professional growth. This is the first step in assessing your strengths is to understand what development is and what it means in the context of your role and leaders on your team.

If you want to be a leader, consider the top three leaders from the past. First, name them. Then focus on their top three character strengths. Next model their behavior. Lastly find meaning in your leadership role.

Constantemente eu busco referências de pessoas que est?o na fase seguinte à minha, para buscar orienta??o de caminhos assertivos para chegar lá. Em alguns casos, essa mentoria é gratuita, pois me aconselho com pessoas do meu círculo de confian?a, numa troca recíproca (é comum me aconselhar com pessoas que foram minhas líderes no passado). Mas também é importante ter em mente que o aconselhamento pode exigir investimento financeiro, e considere essa alternativa, pois também pode te apoiar a planejar determinados passos de sua jornada.

Learning from other leaders is a valuable and continuous process. Observing how successful leaders operate, understanding their decision-making processes, and adopting effective leadership strategies can contribute significantly to your growth. Pursue mentorship from experienced leaders, attend leadership workshops or seminars, and engage in discussions with those who have successfully navigated similar roles. Picking up insights from diverse leadership styles and experiences enhances your ability to adapt, innovate, and lead effectively in various situations. Continued learning from other leaders enables personal and professional development, enriching your leadership toolkit.

Learning from other leaders is paramount. In addition to listening to others, reading blogs, and joining a community of practice or a fellowship, it's important to develop a bench of informal advisors, mentors, coaches, and other leaders to help you sharpen your skills, gain insights, and navigate challenges. Not all leaders have all the skills to lead, by developing a bench of coaches to help you develop skills necessary.

No man can exist in oblivion. Moreso, man at birth is in a state of tabula Raza. Therefore, to be able to lead successfully, learning from those that have gone ahead on same path, is very expedient. The role of mentorship cannot be overemphasized, here. You need to learn from someone who has been successful in your field, so as to get from their wells of experience. You must be deliberate in your determination to learn. Also, build a network of fellow leaders within your organization as it will help you so many ways. Communication is important here. Interact with like-minded cum great minds. A closed mouth is a closed destiny. One easiest way to learn from other leaders is via their works -books, journals, articles, blogs, and etcetera.

Your success will rely on the way you think and carry yourself - your mindset. Anyone can develop a winner's mindset no matter where they come from or what their background looks like. As high performers, you likely have an innate drive to achieve beyond what's expected of you, but sometimes it takes more than hard work to reach your goals. You need resilience and focus to stay persistent in the face of obstacles along the path towards growth and excellence.

Pour devenir un.e chef.f.e d’équipe, il faut développer un esprit d’initiative et de curiosité. Aller de l’avant, initier des projets, des discussions, participer dans des activités d’équipe et prendre les devants. Un.e chef.f.e d’équipe doit être capable d’amener les membres de l’équipe à le ou la suivre vers une certaine direction ou vision. Rappelons que tout le monde n’est pas né leader mais les capacités de leadership se développent et s’apprennent!

There are of course so many important components to developing in a leadership role. In having coached many leaders in this space, one of the biggest shifts I see make an impact is working on that mindset shift it takes as a leader. As you elevate in your role, you are now shifting from being that do-er to the leader and often can struggle with how to show your value now in your role. Start with your own self-awareness on how you are feeling about this leadership role and what self-doubt might be coming up. Remind yourself of your strengths and why you are in this role. Identify your new goals and definition of success in this role.

By not just relying on single technology. By winning trust of management. And the most important reason is working as a team.. not as a leader!

Transitioning from developer to development team leader can definitely take a little mindset change. Instead of focusing on the tecnical matters on your own table, you will have quite a lot of other things to handle and you need to focus more on the bigger picture. It might not come naturally to ones with development background but you will need to learn to delegate when it comes to technical matters and trust your team. Scrum is a great tool to stay up speed with progress and the bigger picture. The Scrum Master is a servant leader, adopting that same mindset is benefitial to all team leaders. Being there for the team builds trust and promotes team commitment and efficiency in the long run.

The most impactful leaders also devote themselves to inner work that then translates to more conscious, empowering outer leadership. Understanding your innate leadership style and motivations via tools like the Leadership Circle or Enneagram allows you to play to strengths while balancing one-dimensional tendencies holding back aspects like inspiration or strategic vision. It also builds self-awareness to mitigate blindspots that limit influence. Who you are shapes how you lead. Dedicating time to clarifying your leadership brand and evolving as a human enables you to then transform teams through deeper purpose, care and capability development. Leadership begins within.

Mastering the essential skills is the basic. It helps to boost your confidence and also enhances your reliability and trustworthiness among your teammates. Your teammates can rely on you to perform effectively, which fosters stronger collaboration and ultimately leads to greater success in achieving shared goals.

N?o adianta você querer dar passos seguintes se você n?o domina a fase em que se encontra hoje. Estude, pesquise, fa?a cursos, se aperfei?oe naquilo que você faz. Em posse desse domínio, você conseguirá fazer movimenta??es profissionais mais alinhadas com o que você busca na sua carreira. Fazer o básico, bem-feito, é elementar, mas o que te fará se destacar da média é entregar acima do que é esperado. é justamente nos espa?os vazios onde reside a oportunidade de crescimento.

Mastering essential skills is fundamental to effective leadership. These skills include a combination of technical proficiency and soft skills. Technical skills provide a solid understanding of the industry and relevant technologies, while soft skills include communication, emotional intelligence, and teamwork. A strong leader is adept at problem-solving, decision-making, and project management. Also, mastering interpersonal skills, conflict resolution, and inspiring and motivating others are crucial. Continuous learning and sharpening of these skills contribute to leadership excellence, enabling you to navigate challenges, foster team growth, and achieve organizational success.

Para ser un líder efectivo creo que es muy importante partir de la definición de una Visión clara, de manera que el equipo sepa cuál es el propósito de su trabajo. Implica también la capacidad de tomar decisiones informadas y resolver conflictos, manteniendo un ambiente de trabajo colaborativo y positivo. El liderazgo en el desarrollo también requiere una mentalidad de aprendizaje continuo y adaptabilidad para manejar los rápidos cambios que se producen en el entorno. Y lo más importante, ser consecuente entre lo que se dice y lo que se hace.

This is an absolutely critical step in the process and must be given appropriate attention. Build in a feedback loop to any major process you own. Ask probing questions of your team; “how could that have been done better?” “Was my direction clear?” “Does everyone understand the overall goals or objectives?” This allows them the opportunity to provide thought-provoking feedback to you for improvement. Be willing to accept criticism and adapt. Sometimes you have the right answers, but often it requires input from a wide range of sources. Be open to learning from your most junior team member.

Solicite Feedback regularmente para entender como você está desempenhando suas novas fun??es e esteja aberto a ajustes e melhorias.

Communication they say is not complete until there is a feedback. As a development team lead, you must put in place certain mechanisms to ensure you get feedback both internally cum externally. You are not a lone ranger, neither do you operate from the aloof. As such, you must know how well your leadership has affected your team and the organization positively. Getting feedback help one to improve (where there is the need to), and keep up, by and by. You must evaluate the impact of your team, how well they have touched the core of the job. Also, there must be appraisal, celebrate the success of your team and work on areas that needs to be worked on. Finally, you must learn from your journey, as it would help in subsequent endeavors.

Just as designers seek feedback from users to refine their designs, as a development team lead, actively soliciting and embracing feedback from team members, managers, stakeholders, and customers is crucial for personal and team growth. Use this feedback to iterate on leadership strategies, mirroring the prototyping phase of Design Thinking. Providing constructive feedback to your team encourages a culture of continuous improvement and learning. Evaluating outcomes, celebrating successes, and learning from failures aligns with the iterative, reflective nature of Design Thinking, ensuring that both leadership and team processes are continually refined for better performance and innovation.

To reach our potential and become the people we want to be, we must acknowledge both our successes and our shortcomings. Relish your accomplishments, learn from your setbacks, set achievable goals and keep a positive attitude along the way. With dedication and hard work you can accomplish anything that you put your mind to.

Embarking on the path to becoming a successful development team lead requires recognizing achievements and learning from shortcomings. Embracing success and failure fosters continuous growth and resilience. Confronting shortcomings with honesty paves the way for personal and professional advancement. As you journey toward leadership, stay open to the process. Prioritize adaptability, master delegation, refine conflict resolution, and develop a strategic mindset. Practice time management, uphold ethical standards, and foster innovation within your team. Leadership is dynamic, so regularly assess your skills, seek feedback, and embrace continuous learning for sustained success.

Mesmo que você n?o tenha um cargo de lideran?a formal, mostre lideran?a ao assumir a responsabilidade pelo sucesso da equipe. Lembre-se de que o processo de assumir mais responsabilidades é gradual, e é importante avaliar suas capacidades e limites. Comunique-se abertamente com sua equipe e gestor para garantir um processo suave e eficiente ao assumir novas tarefas.

An example of developing this competency is to seek feedback from team members. By doing this , you are setting an example of feedback and continuous improvement culture in your team.

Here's the secret - you don't need to have a computer science background to be a development leader. Yes, you need a basic understanding and framework for how software development works, but you don't need to swim in it. Development leaders need to be able to manage competing priorities, to be ruthless about prioritization, and to be people-focused to get the most out of your team. Often, software development teams are remote and cross international borders, which means you need to be effective in managing remote workers individually and as a team. But it can be done! I do it. I manage a team of remote software developers. And yes, I've been in tech companies for most of my career, but I don't code ...