7 clarify a point that a reader commented on
source | link

If you need someone to take responsibility, then give it to whoever wants to accept it. Seriously. That person at least cares. Give that person the resources they need to do the job and help them when they need it. It probably doesn't matter how competent the person is, because if they care, then they'll try to learn what they need to learn. Naturally, such a person needs support in the form of good books to read and a community of peers and mentors whom they can ask for help and advice.

If you need someone to take responsibility, then give it to whoever wants to accept it. Seriously. That person at least cares. Give that person the resources they need to do the job and help them when they need it. It probably doesn't matter how competent the person is, because if they care, then they'll learn what they need to learn.

If you need someone to take responsibility, then give it to whoever wants to accept it. Seriously. That person at least cares. Give that person the resources they need to do the job and help them when they need it. It probably doesn't matter how competent the person is, because if they care, then they'll try to learn what they need to learn. Naturally, such a person needs support in the form of good books to read and a community of peers and mentors whom they can ask for help and advice.

6 fixed a typo
source | link

I don't mean the lead-surgeon kind of architect who does all the thinking and then leaves the monkeys to do all the typing. I mean an experienced leaderlead programmer who understands the cost/benefit tradeoffs of difficult-to-reverse decisions and who advises teams on what to do.

I don't mean the lead-surgeon kind of architect who does all the thinking and then leaves the monkeys to do all the typing. I mean an experienced leader programmer who understands the cost/benefit tradeoffs of difficult-to-reverse decisions and who advises teams on what to do.

I don't mean the lead-surgeon kind of architect who does all the thinking and then leaves the monkeys to do all the typing. I mean an experienced lead programmer who understands the cost/benefit tradeoffs of difficult-to-reverse decisions and who advises teams on what to do.

5 replaced Spivak pronouns with singular "they", per modern conventions.
source | link

If you need someone to take responsibility, then give it to whoever wants to accept it. Seriously. That person at least cares. Give that person the resources e needsthey need to do the job and help emthem when e needsthey need it. It probably doesn't matter how competent the person is, because if e caresthey care, then e'llthey'll learn what e needsthey need to learn.

If you worry that the wrong person is about the take responsibility, then I hope you know who "the right person" is, and will fight to install emthem as an architect. A book like The New Strategic Selling will help you learn the sales techniques to make that happen.

Getting back to an effective architect's work, ethey can think of eirtheir job as a management position, rather than merely a decision-making position. If e doesn'tthey don't delegate at least the most routine decisions to the teams, then ethey will become a bottleneck and slow down the entire organisation. Adding more architects at the top does not make that go faster. Cultivating better architecture decisions from the ground up will. The delegation board technique will help your architect become more comfortable over time delegating more and more decisions to the teams as those teams earn trust by showing competence.

If you need someone to take responsibility, then give it to whoever wants to accept it. Seriously. That person at least cares. Give that person the resources e needs to do the job and help em when e needs it. It probably doesn't matter how competent the person is, because if e cares, then e'll learn what e needs to learn.

If you worry that the wrong person is about the take responsibility, then I hope you know who "the right person" is, and will fight to install em as an architect. A book like The New Strategic Selling will help you learn the sales techniques to make that happen.

Getting back to an effective architect's work, e can think of eir job as a management position, rather than merely a decision-making position. If e doesn't delegate at least the most routine decisions to the teams, then e will become a bottleneck and slow down the entire organisation. Adding more architects at the top does not make that go faster. Cultivating better architecture decisions from the ground up will. The delegation board technique will help your architect become more comfortable over time delegating more and more decisions to the teams as those teams earn trust by showing competence.

If you need someone to take responsibility, then give it to whoever wants to accept it. Seriously. That person at least cares. Give that person the resources they need to do the job and help them when they need it. It probably doesn't matter how competent the person is, because if they care, then they'll learn what they need to learn.

If you worry that the wrong person is about the take responsibility, then I hope you know who "the right person" is, and will fight to install them as an architect. A book like The New Strategic Selling will help you learn the sales techniques to make that happen.

Getting back to an effective architect's work, they can think of their job as a management position, rather than merely a decision-making position. If they don't delegate at least the most routine decisions to the teams, then they will become a bottleneck and slow down the entire organisation. Adding more architects at the top does not make that go faster. Cultivating better architecture decisions from the ground up will. The delegation board technique will help your architect become more comfortable over time delegating more and more decisions to the teams as those teams earn trust by showing competence.

4 Fixed an incomplete reference.
source | link
3 Rollback to Revision 1
source | link
2 missing 'h'
source | link
1
source | link