In Part 1 of this series, we introduced a high-performing engineering team at SuperStartupCorp that had automated repetitive tasks, codified its engineering practices, and adopted a learning mindset, resulting in happy engineers and happy stakeholders. Read on to learn more traits and practices that make this team so successful, and how they keep their bus factor high. (If you’re feeling extra adventurous, you can head on over to Part 3).

Behold the engineering team at SuperStartupCorp: their steady delivery of features, humble reception of feedback and crafting of well-architected software systems earn them praise up and down the company. The team greatly enjoys working together, and consistently leaves the office feeling accomplished, empowered, and happy.

How is this team able to consistently deliver features for the business, while maintaining morale in a changing sea of fluctuating product requirements, leadership changes, and unplanned site emergencies? It wasn’t always this way.

Read on to learn the first three steps to this team’s journey towards engineering happiness. And don’t forget to read on to Part 2 and Part 3 of this series.

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As a full-stack software consultancy, we at Carbon Five get lots of questions from clients past, present, and future. We’re passionate about sharing our industry knowledge, so we sat down with our leadership team and got some advice for aspiring founders and product leaders as part of an ongoing 6-part series. You can see all the interviews here.

Here, we sat down with Courtney Hemphill, partner and technical lead, to give us some insight into keeping your startup lean and functioning smoothly.

How can I find great developers to hire?

There are a couple things that I’m seeing right now that I feel like are smart plays to finding great developers. I think great developers are not people that are created in 12 weeks at a Bootcamp, I think they’re people who are really interested in solving problems, and they’ve just found that their modus operandi for solving problems happens to be in code. The equivalent holds true for design. They’re just solving problems through a visual experience versus code. Finding those people is what you want to do. That doesn’t really answer the question though so I would say that code languages are something that people get really interested in. Meaning that new languages are coming out and each of those languages can solve specific problems.

I think great developers are not people that are created in 12 weeks at a Bootcamp, I think they’re people who are really interested in solving problems, and they’ve just found that their modus operandi for solving problems happens to be in code. The equivalent holds true for design. They’re just solving problems through a visual experience versus code.

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Have you ever worked on a team that went off the rails? Product teams need lots of support to run efficiently. You need to move fast, but you also need to be aligned in order to build successful products. Here are a few activities we use to keep our teams moving. We often facilitate them in Stickies.io, a product we built for collaboration, but any of these activities could also be done using analog sticky notes.

When you need to generate ideas

Rapid Rounds

We like to structure brainstorming sessions to help get the entire team working together towards a unified goal. We set a timer for 3-5 minutes to challenge ourselves to think fast and broad. Then, we review the ideas and do another rapid round, with 2-4 minutes this time. Finally, we give all team members 3 votes and prioritize our ideas based on votes. The sequence looks like this:

• Introduce the goal of the brainstorming session
• Run rapid rounds.You can run as many as needed. We typically reduce the time set as we go and build off of each other’s ideas.
  • Set the timer for 3-5 minutes
  • Individually ideate on post-its until the timer goes off
  • Let everyone describe their top 3 ideas
• Give everyone 3 dots and ask them to vote on three ideas to explore further
• Arrange ideas by votes

In person, we use post-its, sharpies and sticker dots:

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It’s a common scenario for tech companies: Your hiring pipeline is dry and you can’t seem to attract new talent. You notice companies touting long lists of superficial benefits. Instead of improving your internal team, you find yourself worrying about getting a pro-grade ping pong table for the break room.

You don’t need helicopter rides or Massage Mondays to bring people into the fold. Instead, focus your energy on making lasting changes to your company’s DNA. It won’t be easy, but the results will keep your existing team happy, which translates to positive conversation about your organization. Here are a few strategies to get you moving in the right direction.

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When I begin working on a new product, I’m always looking for ways to optimize the interactions for business and user value. I believe the best way to accomplish that is to get to market as early as possible with the proposed value. By getting to market, I mean everything from talking with customers about the value proposition to releasing the smallest version of the product. You may know this method as Lean Startup. Even if you don’t, read on.

At Carbon Five, we don’t often use the word lean, but it’s not because we don’t believe in it. It’s because we don’t believe in being dogmatic about it.

Our process values flexibility, sustainability and reason. We aim for a middle ground — building what our clients think they want to build, while providing ways to learn along the way. Continue reading …

At Carbon Five, we build software. We build it using Agile methods. This has worked out well for us and our clients for a long time. We recently added product management as a discipline to our team. There are some common challenges we see at C5 and we’ve been deliberately experimenting with different activities and practices around product development, some of which we will be sharing in this series of blog posts.

Picture this:

Our team is working in a startup environment. Our product owner–let’s call him Alex–while business savvy, has no product management experience. He has a very clear and detailed vision of the product in its finished state. Complete with comps. Those designs, while beautiful, were not created in response to specific user problems; they’re a product of Alex’s brain alone. When our team begins work, questions arise. User stories are written against the comps, instead of against problem statements generated by research with real users. The comps are referenced, but a picture doesn’t necessarily speak the same 1000 words to everybody.

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A couple of months ago I did a lightning talk at Kluge’s Evenings at the Loft sharing my ideal design process checklist. Here are my hand-drawn slides and notes:

In an ideal world all of these steps would happen on every project. Realistically, there is usually only time for some of them. The key is to be adaptable: realistic with the time given to you, and strategic about your choices.

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The gateway to a more uniform experience

Hot Tip!

For those of you that make decisions based on hierarchy, composition, and usability (read Designers) Apple gave us a great tool without even knowing it.

tl;dr: Go to Settings > General > Accessibility > Grayscale: On. Continue reading …

Chris Egy Rose and Patty Chang came to Carbon Five in spring of 2012 with an exciting new concept around facilitating human interaction and connected learning. The idea was to allow young people to connect with their friends, classmates and families through face-to-face interactions and a shared canvas. The interactive canvas overlay allows participants to use simple tools to create and draw with one another. The initial ten-week engagement happily turned into a rewarding long term partnership that shepherded the product and team through many iterations over many months, resulting in an outstanding, feature rich set of products.

Scoot & Doodle’s Scoodle Jam is featured in the Education section of the app store.

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