hyurtseven81

Huseyin Yurtseven’s README

About me

My Tenets

  1. No Hand-offs: Cross-functional micro-teams within value streams prevent unnecessary delays and maintain motivation across functions.
  2. Working Solution over Documentation: Prioritizing practical, working solutions and iterative delivery helps accelerate progress and continuous improvement over extensive documentation for our customers.
  3. Psychological Safety: Fostering an environment where team members feel safe to speak up, take risks, and make mistakes without fear, supporting creativity, innovation, and resilience.
  4. Teamwork over Individual Work: Emphasizing collective success, we value teamwork, where each member’s contribution enhances the whole.
  5. No Bus Factor: Encouraging practices like pair programming and role switching, we promote knowledge sharing to minimize dependencies on any single individual.
  6. Knowledge-sharing: A shared understanding across topics enhances decision-making and supports continuous learning and growth.
  7. Smaller Cross-Functional Teams over Large Teams: Effective communication is more achievable within smaller, cross-functional teams, optimizing alignment and agility.
  8. Goal-Driven over Roadmap-Driven: Through clear Objectives and Key Results, we empower teams to define initiatives, maximizing value and focus on impactful outcomes.
  9. Manager as a Multiplier: Managers serve as multipliers, developing and empowering team members to amplify their impact and foster high performance.
  10. Optimizing Cognitive Load: Prioritizing manageable workloads and effective team structure to avoid overload, with the support of platform and enabling teams.
  11. Brooks Law: Adopting an “own-it end-to-end” philosophy, we focus on “you build it, you run it” to enhance accountability and delivery quality.
  12. Making Work Visible: Visible workflows, such as sprint reports and showcase meetings, strengthen trust within and among teams by improving transparency and alignment.

How you can help me

My working style

Your development

I believe that your career progression is your responsibility, but I’m always here to help:

Feedback

I always prefer radically candid feedback. Therefore I always try to deliver timely and continuous feedback, and I expect you to do the same thing to me.

1o1s

This is your meeting and your time: you set the agenda and determine what we talk about. My most effective 1:1s have an agenda that builds up through the week, but I’ve also had some great free-form ones. Don’t feel bad if you don’t come with something prepared.

If we don’t have anything on the agenda, please expect me to try and get to know you better.

If you’re struggling to find some topics, use the Rose/Thorn/Bud framework and come up with them. I like hearing about problems/things that happened during your week because:

I do also schedule skip level 1o1s quarterly, be ready that I will be reaching out to your team members quarterly basis to have 1o1s with them. Keep in your mind that skip level 1o1s is not for checking the leader’s performance. It’s just for getting to know each other and building rapport, providing an opportunity to have contributions recognized by a senior leader, asking questions, and clarifying their understanding of the company or functional objectives.

Don’t save urgent matters for a 1-1

Trust

My default position is to trust everyone, be it work-related or not. I see people as they can share any information with me very openly, and I’m also always open to them.

At work, I will trust that intentions are good by default. I will often provide feedback if I see something that I find is not beneficial to the company, whether that is my job or not. I will give direct feedback to individuals of all ranks if I observe this behavior.

If I feel my sincere feedback is not helpful to improve things despite my repeated attempts (I’m patient enough to provide the same feedback again), I tend to react by withdrawing the trust entirely, and sometimes I cannot build that trust environment again.

For this reason, I ask people working with me to always provide me direct feedback on time and respond to my feedback timely without holding back.

What I expect from a leader

I expect a leader should be powerful in multiple disciplines; therefore, the right leader should be a T-Shaped leader in high-level disciplines as well as inside technical disciplines:

To me, the right leader should be a life-long learner in any topic.

The right leader should be:

Technical

People

Product

Process

What I assume about others

What I want to earn

Communicating with me

I believe in open communication, and I’m always responsive; you can reach me out in any way, and I do my best to respond as soon as possible.

I can follow your style; if you prefer written communication, I can move forward with the written format. If you prefer verbal communication, we can jump in a call and start talking.

After all, I believe I’m here to help you.

Don’t hesitate to reach out from slack, WhatsApp, email, or call me directly anytime (depending on the urgency of the topic), or don’t hesitate to send a meeting request by checking my calendar (my calendar is always up-to-date)

Cadence

Weekly

Biweekly

Monthly

Quarterly

Annually

Other

Favorite Books

Bonus

Inspirations