Contents -- Introduction -- Chapter 1 How We Got Here -- Problems Facing the Game Industry -- Growth in Scale -- Increased Graphical Depth -- Expanded Game Requirements and Coding Complexities -- Growth in Scale on a Company Level -- The Round Table Answers the Question -- Practical Issues Remain -- Career Path Management Issues -- The Cost of Poor Leadership -- Interview: Lasse Seppänen, Executive Producer, Remedy Entertainment -- Chapter 2 The Anatomy of a Game-Development Company -- Small Company Organization Overview -- Strengths and Weaknesses of the Model -- Physical Organization -- Challenges for Leaders -- Mid-Size Company Organization Overview -- Strengths and Weaknesses of the Model -- Physical Organization -- Challenges for Leaders -- Large Company Organization Overview -- Strengths and Weaknesses of the Model -- Physical Organization -- Challenges for Leaders -- Conclusions -- Interview: John Chowanec, Development Director, 2K Games -- Chapter 3 How Leaders Are Chosen, Are Supported, Perform, and Why -- The Ideal and the Real -- Case Study: Rick -- Background: Wrong Person, Wrong Role -- Analysis -- Case Study: Victor -- Background: Right Person, Wrong Role -- Analysis -- Case Study: Xavier -- Background: The Best of What's Available at the Moment -- Analysis -- Case Study: Yvette -- Background: There Is No ''I'' in Delegate -- Analysis -- Case Study: Zeke and Alan -- Background: A Tale of Two Leads -- Analysis -- Lessons Learned -- Interview: Joe Minton, President of Digital Development Management (DDM) -- Chapter 4 A Litmus Test for Leads -- The Traits, Practices, and Motivation of the Ideal Lead -- The Cheerleader-General -- Accountability -- Communication -- Building Soft Skills -- Model the Behavior You Want -- Formal and Informal Training for Soft-Skill Development -- Build Your Ideal Leader: An Exercise.

Personal Trait Pros and Cons -- Professional Trait Pros and Cons -- Additional Questions -- Where Do We Find Our Leads: External Hires Versus Internal Promotion -- Why Do Leaders Want to Lead? -- The Right Reasons -- The Wrong Reasons -- Dual and Equivalent Career Paths -- Interview: Julien Bares, Studio Director, 2K Shanghai -- Chapter 5 Leadership Types and Traits: Assessment and Development Strategies -- Leadership Versus Management -- Leadership Styles -- Control Versus Influence -- Internal Training -- Formal Internal Training -- Training Through Mentoring -- External Training -- Online Resources -- Books -- Industry-Focused Conferences -- Assessment Tools -- Interview: Robert Martin, Management and Leadership Consultant -- Interview: Stephen Martin-Studio Head, Firaxis Games -- Chapter 6 The Project Team Leader: Roles and Responsibilities -- The Specialist Lead -- Role -- Responsibilities -- Qualifications -- The Lead -- Role -- Responsibilities -- Qualifications -- Lead Responsibilities -- Accountable for Leadership and the Timely Production of All Assets or Components for the Entire Project Within a Given Discipline -- Establishes the Overall Project Vision for His or Her Discipline and Is a Champion for the Game -- Is a Strong Advocate for His or Her Discipline but Is Able to Maintain a Holistic View of the Project -- Builds and Maintains Team Morale -- Reviews Assets, Code, and Features, from an Aesthetic (Where Appropriate) and Technical Viewpoint, to Ensure High Quality Standards Are Met and Style Is Consistent -- Reports to the Department Director and Is Responsible for Daily Management of All Personnel Within the Discipline Not Managed by a Specialist Lead -- Coordinates and Communicates Well with the Producer and Other Project Leads to Ensure Efficient Interdepartmental Coordination.

Directs the Creation of Any Pipeline Documentation Needed -- Establishes Task Times and Schedules Tasks in Area of Specialization -- Mentors Other Leads Where Appropriate -- Lead Qualifications -- Displays Great Communication and Leadership Skills -- Demonstrates Compelling Vision and Passion for the Game -- Is Considered a Problem Solver and Self-Starter -- Always Pushes the Quality Bar -- Displays Consistent and Professional Demeanor at All Times -- Reacts Well under Stressful Situations -- Is an Active and Positive Force for Company Morale -- Knowing What to Do When -- Team Morale and the Last Firewall -- External Distractions -- Internal Distractions -- The Lead Role Versus the Lead Position -- Interview: Brenda Brathwaite, Game Designer/Department Chair, Savannah College of Art and Design -- Chapter 7 The Department Leader: Roles and Responsibilities -- The Department Director -- Role -- Responsibilities -- Qualifications -- Director Responsibilities -- Responsible for Departmental Direction, Leadership, and Management -- Responsible for Resource Allocation and Departmental Budgets -- Reports to the Studio Head or Senior Executive and Is Responsible for Daily Management of Any Personnel Not Reporting to a Lead Within a Project Organizational Structure -- Supports the Leads in Establishing Overall Project Vision -- Approves Processes, Assets, and Features -- and Ensures That All Project Resource Needs Are Appropriate and Realized -- Manages All Performance Reviews, Hiring, Firing, and Personnel-Management Tasks Above What the Leads Are Responsible For -- Coordinates and Supports Departmental Training -- Leads Recruitment Efforts and May Give Presentations to the Department, Company, or External Groups Regarding the Direction of the Department, Project, or Studio -- Responsible for Building and Maintaining Positive Studio Morale.

Director Qualifications -- I've Gathered You All Here Today -- Start on Time -- Have the Right Participants -- Have a Written Agenda -- Identify a Meeting Leader -- Stay on Topic -- Meeting Participation -- End the Meeting on Time -- Take Notes -- All That Being Said -- Presentations -- Content -- Presenting -- Project Staffing Exercise: Selecting a Lead -- Developer: LotsaFun Games Inc. -- Mission: Choose an Art Lead for Each Product -- Interview: Steve Meyer, Technical Director, Firaxis Games -- Chapter 8 Difficult Employees, Underperformers, and Bad Leads -- General Thoughts -- Blamers -- Case Studies -- Approaches -- Cynics, Complainers, and Surly Folks -- Case Studies -- Approaches -- Underperformers -- Case Studies -- Approaches -- Bad Leads -- Case Study: Doug -- Approach -- Case Study: Evan -- Approach -- Case Study: Fiona -- Approach -- Resolving Disputes-Before They Enter the Fistfight Stage -- Interview: David Silverman, Director of Art, WB Games -- Chapter 9 The Effects of Great Team Leadership -- A Foundation of Trust -- Increased Retention -- Improved External Perception -- Greater Company and Team Morale -- More-Capable and Supportive Teams -- Healthier Employees -- Improved Succession Outcomes -- Creating a Successful Leadership Culture -- Interview: David Fifield-Lead Designer, Vicarious Visions/Activision -- Appendix A: Sample Skill Ladder -- Art Skill Ladder -- Level 10: Intern -- Level 20: Artist I -- Level 25: Artist II -- Level 30: Artist III -- Level 35: Artist IV -- Level 40: Senior Artist I -- Level 45: Senior Artist II -- Level 50: Senior Artist III -- Level 60: Senior Artist IV-Luminary -- Lead Qualifications and Responsibilities -- Specialist Art Lead -- Art Lead -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W.