On building tech teams in Pakistan

I had an interesting discussion with Syed Ali on building tech teams. Here are a few things I strongly feel about, and perhaps they are already common sense to some, but I thought to write the obvious for those who are new to building software development teams. 

1. When you are opening an office in a new location, the first hire should be someone you know really well. If I have to choose between management-type and technical-type, I will go with the latter. Of course, don't compromise on anything critical to the culture, so don't end up with a lone wolf developer - neither as the first hire nor as the nth. The next 2-3 hires would be those who that person or others in your team elsewhere would recommend. Typically I just ask that if we have to build a dream team in that location, who are the people you already know who you would love to have there. 

2. While building a new team, you need to have a hiring plan, i.e., who could be the first hire, who could be a second hire, etc. Sometimes, you have to wait before you reach out to the best person you know as the person may only join if there are already reasonably good people there.

3. So there is a saying for entrepreneurs "Your network is your net worth". I considering building teams as an entrepreneurial activity in spirit. However, even if you don't, then I would still consent the quote is super valid for building teams. Build long term relationships with A-players you meet anywhere, e.g., in hackathons, in public training, in sister companies, as a colleague in another team, etc. I track them - I love knowing what they are doing, what is exciting them these days, what demotivated them recently, etc. And then, when I have a suitable opening, I position the job accordingly. Of course, I do that when I genuinely feel that I have a good position for them. Don't sell if you are not sure. Remember, you are building a long-term relationship, so wait until you have something right for them.

4. Use HR as an ally in your quest to build teams but don't delegate completely anything that is critical. Take the lead from sourcing candidates to even convincing the successful applicants that the offer is the right one - assuming that you genuinely believe that. I am lucky to have met HR folks who are happy to let me step in their space. On day one, there could be fights on "shared" responsibilities, So convince them what you believe is better for the team objective. Otherwise, you are accountable for building the team, so make sure you get the right authority. 

Final note: Don't do anything unethical while hiring, or else you will corrupt Arda.

Credit: Many people have positively influenced my management approach. Shabana Khan and Sami Jan's names immediately come to my mind. 

Disclaimer: All the pictures are from a hackathon organized by Code for Pakistan and OPEN Islamabad