I stumbled upon this article today. Its a little dated (from 2008), but still relevant. I don’t think the list is comprehensive, and I certainly think other technical leads would have varying opinions on things. All of the points listed are good, but there are a some points that really stand out:
6. Be part in the design of everything
This does not mean do the whole design. You want to empower team members. But your job is to understand and influence each significant subsystem in order to maintain architectural integrity.
7. Get your hands dirty and code
Yes you should take parts of the code and implement them. Even the least glamorous parts. This will help you not getting stuck alone between management and the team. It will also help you gain respect in the team.
20. Don’t blame anybody publicly for anything
In fact as a tech lead you cannot blame anybody but yourself for anything. The moment you blame a team member in public is the moment when the team starts to die. Internal problems have to be solved internally and preferably privately.
24. Mentor people
It is your job to raise the education level of your team. By doing this you can build relationships at a more personal level and this will gel the team faster and harder. It is very effective with more junior people in the team but there are ways to approach even more senior members, just try not to behave like a teacher.
25. Listen to and learn from people
Even if you are the most experienced developer on the team you can always find new things and learn form others. Nobody is a specialist in everything and some of your team members can be domain specialists who can teach you a lot.
28. Be sure you get requirements and not architecture/design masked as requirements
Sometimes business people fancy themselves architects, sometimes they just speak in examples. They can ask for technology XYZ to be used when what they really mean is they want some degree of scalability. Be sure to avoid hurting feelings but be firm and re-word everything that seems like implied architecture. Get real requirements. To be able to do this you have to understand the business.
36. React to surprises with calm and with documented answers
Never get carried away with refuses or promises when confronted with surprises. Ask for time to think and document/justify your answers. It will make you look better and it will get you out of ugly situations.
A theme throughout the list, and throughout a number of similar books and articles with such advice, is that a good technical lead appreciates and values the various talent and particular skills of the team. A great technical leader isn’t necessarily the “know it all” of the group. He or she should certainly be skilled and eager to maintain that skill–and even be a great developer. But smartest person in the room? Maybe. Maybe not. Personally, I like working around people who are smarter than me. This is the best way to learn.
And there’s a flip side to number 20: Don’t blame people publicly for problems, but be quick to praise people for successes, major and minor. A sense of recognition for one’s diligence is tremendous motivator. I don’t know a single person who doesn’t appreciate kudos. Most parents realize that their children respond better to positive reinforcement than negative… This doesn’t change when one reaches a certain age. I’m not suggesting that a team member not be confronted for problems. Of course he or she should (and must).
Very recently a company-wide email spoke of a major success of mine (successful deployment of a year long project), and mentioned me by name. It felt great, and it made me want to continue with even more success (and it was a great confidence boost). Simple put, its good to know that the folks at the top of the organization are aware and appreciative of the work of those in the trenches!
This all may sound like a lot of feel-good fluff. It isn’t.