IterationIQPowered by Startup Slipstream

The Compounding Team

Corrections to the first printing

A few cross-references in the first printing point to the wrong place — mostly in the Chapter 16 table. Here's where to find what they meant. Page numbers are from the print edition; section names are quoted as titled in the book, so you can search for them on Kindle.

Chapter 16: Help for Common Challenges

Some “Where to look” pointers in the Chapter 16 table name the wrong pattern number, the wrong chapter, or a section title that didn’t make the final edition.

  • Page 251The early magic has quietly evaporated.
    Printed
    Introduction “Pattern #1: Culture Problems”
    Look here
    Introduction, Pattern #3: Culture Problems
  • Page 253Your interview feedback is all over the place.
    Printed
    Chapter 7 “Interviewing: False Starts and Poisoning the Well”
    Look here
    Chapter 7, “Common Challenges of Hiring” (false starts and poisoned wells are covered there)
  • Page 253Your first promotion opened a floodgate.
    Printed
    Introduction “Pattern #5: Formal Function Definitions”; Chapter 8 “Positions, Roles, and Leveling”
    Look here
    • Introduction, Pattern #4: Formal Function Definitions
    • Chapter 8, “Examples of People and Team Systems” (roles and leveling are covered there)
  • Page 255Everyone owns a decision, so no one decides.
    Printed
    Chapter 10 “Directly Responsible Individual (or DRI)”
    Look here
    Chapter 11, “Directly Responsible Individual (DRI)”
  • Page 255Technical debt is quietly taxing every new initiative.
    Printed
    Introduction “Pattern #4: Tech Debt”; Chapter 13 “Tech Debt / Actively Managing Maintenance Costs”
    Look here
    • Introduction, Pattern #6: Tech Debt
    • Chapter 13, “Tech Debt and Maintenance Costs”
  • Page 256You’re hiring contractors to keep shipping while your team fixes things.
    Printed
    Introduction “Pattern #4: Tech Debt”
    Look here
    Introduction, Pattern #6: Tech Debt
  • Page 256Everything takes a day longer than it should.
    Printed
    Chapter 12 “The 24-hour Minimum Slip”; Chapter 12 “Failure to Escalate Communication (Async → Sync)”
    Look here
    • Chapter 12, “Common Challenges”: Async friction and timezone slip
    • Chapter 12, “Common Challenges”: Communication-mode mismatches
  • Page 256Your Slack is busy, and your team feels disconnected.
    Printed
    Chapter 12 “Over-Reliance on Scheduled Communication”
    Look here
    • Chapter 12, “Common Challenges”: Weak connective tissue
    • Chapter 12, “Common Challenges”: Communication-mode mismatches
  • Page 256There’s no overlap between time zones, and it’s breaking things.
    Printed
    Chapter 12 “Lack of overlap”; Chapter 12 “The Basics”
    Look here
    • Chapter 12, “Common Challenges”: Async friction and timezone slip
    • Chapter 12, “The Basics of Working Distributed”
  • Page 257Your remote team and office team operate differently.
    Printed
    Chapter 12 “Mismatch of Context Environment and Practices”; Chapter 12 “Lack of Shared Understanding”
    Look here
    • Chapter 12, “The Basics of Working Distributed”
    • Chapter 12, “Common Challenges”: Invisible work and shared understanding
  • Page 257Urgency doesn’t carry across time zones.
    Printed
    Chapter 12 “Urgency doesn’t carry over”
    Look here
    Chapter 12, “Common Challenges”: Async friction and timezone slip

Chapter 16: rows with no pointer

Two rows in the Chapter 16 table print a dash instead of a reference. Here’s where to look.

  • Page 254It’s unclear who owns what in your cross-functional teams.
    Printed
    —
    Look here
    • Chapter 9, “Clear Leadership and Ownership in Cross-Functional Teams”
    • Chapter 9, “Matrix Nightmares and the ‘Spotify Model’”
  • Page 257You don’t know which features customers actually use.
    Printed
    —
    Look here
    • Chapter 13, “Data Capture and Analysis”
    • Chapter 14, “Outcomes over Outputs”

Elsewhere in the book

A few in-text references and one sentence that says the opposite of what it means.

  • Page 17Introduction
    Printed
    “Chapter 15 shows this pattern in action—four distinct eras of product practice”
    Look here
    Chapter 14, “The Four Eras of Product Practice”
  • Page 147Chapter 9, “My Team Versus One Team”
    Printed
    “Theory of Constraints (Chapter Eight)”
    Look here
    Chapter 10, “The Theory of Constraints as a North Star” (the idea is introduced in Chapter 1)
  • Page 215Chapter 14, and again in the Key Takeaways on page 229
    Printed
    “The minimum viable product—the simplest thing someone will actually pay for—is the right one.”
    Look here
    “The minimum valuable product—the simplest thing someone will actually pay for—is the right one.”
  • Page 250Chapter 16, “How to Read This Chapter”
    Printed
    Describes a “Stage and impact” rating for each entry
    Look here
    That rating was cut from the final table; each entry has a symptom, likely cause, and where to look.

Spotted something else? Let me know. Back to reader resources