You must be a LeadDev Berlin 2024 ticket holder to proceed
Ticket holders must sign in to LeadDev.com with exactly the same email address as stated on your LeadDev Berlin 2024 ticket.
Do you have a LeadDev.com account matching the email address on your ticket?
My email is not recognised or, having signed in, it says I do not have access to the content
Double check your ticket to make sure that you are trying to access with the correct email address (see below for where to find your ticket).
If you're sure that the ticket is correct, get in touch via Slack and we'll investigate for you
The verification email does not arrive
Check your spam and/or junk folders for the email. We know that some corporate email firewalls block our emails, and in this case you'll need to get in touch (see below) for us to move your ticket to an alternative email address.
The verification email link does not work
The links are time limited, so make sure you've tried in the last few minutes. If not, some corporate email firewalls have occasionally corrupted the verification links, and in this case you'll need to get in touch (see below) for us to move your ticket to an alternative email address.
Where can I find my ticket?
Your ticket will have been emailed to you from support@tito.io (Tito is our ticketing provider). If you don't have an email from Tito with your ticket, check with the person who made the booking originally. Otherwise, get in touch and we'll be able to help.
Getting help
The quickest way to get support is via our #help-desk channel on Slack (not a member of LeadDev Slack? join here.)
You can also email hello@leaddev.com although response times will be slower.
More like this
In the beginning, it feels manageable to connect with everyone on your team as a front-line manager.
You have weekly 1 on 1s with your engineers, talk shop in your daily standups, create moments for feedback like retrospectives, and run team events every once in a while. These interactions create trust in your leadership, enable hard conversations to happen with ease, and make the work more fun.
However, moving up can mean that you start managing managers, creating layers of separation between you and the people that you’re ultimately trying to support and influence. Interactions with engineers become more high stakes; your touch points may cover more high-level topics like market conditions, company strategy, and organizational change. Meanwhile, they know less about how you work and who you are as a person.
In this talk, we’ll discuss how to build trust and empathy with your team when your organizational lines and remote working setup don’t create those moments organically. We will go over tangible strategies for building rapport within a large and distributed team. For example, you may have heard about skip-level 1 on 1s, but what should you talk about, and how often should you do them? Outside of those, how do you build continual moments of connectivity and make space for difficult conversations when those moments feel sparse?
Having a strategy around connection not only creates levity in the day-to-day, but also clues you into focus areas for your organization. Engineers reveal information that can help find commonalities among projects, possibly leading to streamlined execution and mentorship moments. You may learn more about underrepresented folks on your team who might need more attention or opportunities. Either way, a little bit of effort in this area can go a long way towards strengthening your team.
