The Manager's Path. A Guide for Tech Leaders Navigating Growth and Change

Kup polskie wydanie:

Spis treści ebooka

• Acknowledgments
• Introduction
  • How to Read This Book
  • OReilly Safari
  • How to Contact Us
• 1. Management 101
  • What to Expect from a Manager
    • One-on-One Meetings
    • Feedback and Workplace Guidance
    • Training and Career Growth
  • How to Be Managed
    • Spend Time Thinking About What You Want
    • You Are Responsible for Yourself
    • Give Your Manager a Break
    • Choose Your Managers Wisely
  • Assessing Your Own Experience
• 2. Mentoring
  • The Importance of Mentoring to Junior Team Members
  • Being a Mentor
    • Mentoring an Intern
      • Listen carefully
      • Clearly communicate
      • Calibrate your response
    • Mentoring a New Hire
    • Technical or Career Mentoring
      • When you are a mentor
      • When you are a mentee
  • Good Manager, Bad Manager: The Alpha Geek
  • Tips for the Manager of a Mentor
  • Key Takeaways for the Mentor
    • Be Curious and Open-Minded
    • Listen and Speak Their Language
    • Make Connections
  • Assessing Your Own Experience
• 3. Tech Lead
  • All Great Tech Leads Know This One Weird Trick
  • Being a Tech Lead 101
    • The Main Roles of a Tech Lead
      • Systems architect and business analyst
      • Project planner
      • Software developer and team leader
  • Managing Projects
  • Managing a Project
  • Decision Point: Stay on the Technical Track or Become a Manager
    • Imagined Life of a Senior Individual Contributor
    • Real Life of a Senior Individual Contributor
    • Imagined Life of a Manager
    • Real Life of a Manager
  • Good Manager, Bad Manager: The Process Czar
  • How to Be a Great Tech Lead
    • Understand the Architecture
    • Be a Team Player
    • Lead Technical Decisions
    • Communicate
  • Assessing Your Own Experience
• 4. Managing People
  • Starting a New Reporting Relationship Off Right
    • Build Trust and Rapport
    • Create a 30/60/90-Day Plan
    • Encourage Participation by Updating the New Hire Documentation
    • Communicate Your Style and Expectations
    • Get Feedback from Your New Hire
  • Communicating with Your Team
    • Have Regular 1-1s
    • Scheduling 1-1s
    • Adjusting 1-1s
  • Different 1-1 Styles
    • The To-Do List Meeting
    • The Catch-up
    • The Feedback Meeting
    • The Progress Report
    • Getting to Know You
    • Mix It Up
  • Good Manager, Bad Manager: Micromanager, Delegator
  • Practical Advice for Delegating Effectively
    • Use the Teams Goals to Understand Which Details You Should Dig Into
    • Gather Information from the Systems Before Going to the People
    • Adjust Your Focus Depending on the Stage of Projects
    • Establish Standards for Code and Systems
    • Treat the Open Sharing of Information, Good or Bad, in a Neutral to Positive Way
  • Creating a Culture of Continuous Feedback
  • Performance Reviews
    • Writing and Delivering a Performance Review
      • Give yourself enough time, and start early
      • Try to account for the whole year, not just the past couple of months
      • Use concrete examples, and excerpts from peer reviews
      • Spend plenty of time on accomplishments and strengths
      • When it comes to areas for improvement, keep it focused
      • Avoid big surprises
      • Schedule enough time to discuss the review
  • Cultivating Careers
  • Challenging Situations: Firing Underperformers
  • Assessing Your Own Experience
• 5. Managing a Team
  • Staying Technical
  • Debugging Dysfunctional Teams: The Basics
    • Not Shipping
    • People Drama
    • Unhappiness Due to Overwork
    • Collaboration Problems
  • The Shield
  • How to Drive Good Decisions
    • Create a Data-Driven Team Culture
    • Flex Your Own Product Muscles
    • Look into the Future
    • Review the Outcome of Your Decisions and Projects
    • Run Retrospectives for the Processes and Day-to-Day
  • Good Manager, Bad Manager: Conflict Avoider, Conflict Tamer
    • The Dos and Donts of Managing Conflict
  • Challenging Situations: Team Cohesion Destroyers
    • The Brilliant Jerk
    • The Noncommunicator
    • The Employee Who Lacks Respect
  • Advanced Project Management
    • Project Management Rules of Thumb
      • None of this is a replacement for agile project management
      • You have 10 productive engineering weeks per engineer per quarter
      • Budget 20% of time for generic sustaining engineering work across the board
      • As you approach deadlines, it is your job to say no
      • Use the doubling rule for quick estimates, but push for planning time to estimate longer tasks
      • Be selective about what you bring to the team to estimate
  • Assessing Your Own Experience
• 6. Managing Multiple Teams
  • Managing Your Time: Whats Important, Anyway?
  • Decisions and Delegation
    • Delegate Simple and Frequent Tasks
    • Handle Simple and Infrequent Tasks Yourself
    • Use Complex and Infrequent Tasks as Training Opportunities for Rising Leaders
    • Delegate Complex and Frequent Tasks to Develop Your Team
  • Challenging Situations: Strategies for Saying No
    • Yes, and
    • Create Policies
    • Help Me Say Yes
    • Appeal to Budget
    • Work as a Team
    • Dont Prevaricate
  • Technical Elements Beyond Code
  • Measuring the Health of Your Development Team
    • Frequency of Releases
    • Frequency of Code Check-ins
    • Frequency of Incidents
  • Good Manager, Bad Manager: Us Versus Them, Team Player
  • The Virtues of Laziness and Impatience
  • Assessing Your Own Experience
• 7. Managing Managers
  • Skip-Level Meetings
  • Manager Accountability
  • Good Manager, Bad Manager: The People Pleaser
  • Managing New Managers
  • Managing Experienced Managers
  • Hiring Managers
  • Debugging Dysfunctional Organizations
    • Have a Hypothesis
    • Check the Data
    • Observe the Team
    • Ask Questions
    • Check the Team Dynamics
    • Jump In to Help
    • Be Curious
  • Setting Expectations and Delivering on Schedule
  • Challenging Situations: Roadmap Uncertainty
    • Strategies for Handling Roadmap Uncertainty
  • Staying Technically Relevant
    • Oversee Technical Investment
    • Ask Informed Questions
    • Analyze and Explain Engineering and Business Tradeoffs
    • Make Specific Requests
    • Use Your Experience as a Gut Check
  • Assessing Your Own Experience
• 8. The Big Leagues
  • Models for Thinking About Tech Senior Leadership
  • Whats a VP of Engineering?
  • Whats a CTO?
  • Changing Priorities
  • Setting the Strategy
    • Do a Lot of Research
    • Combine Your Research and Your Ideas
    • Draft a Strategy
    • Consider Your Boards Communication Style
  • Challenging Situations: Delivering Bad News
  • Senior Peers in Other Functions
  • The Echo
  • Ruling with Fear, Guiding with Trust
    • Correcting a Culture of Fear
  • True North
  • Recommended Reading
  • Assessing Your Own Experience
• 9. Bootstrapping Culture
  • Assessing Your Role
  • Creating Your Culture
  • Applying Core Values
  • Creating Cultural Policy
  • Writing a Career Ladder
  • Cross-Functional Teams
    • Structuring Cross-Functional Teams
  • Developing Engineering Processes
  • Practical Advice: Depersonalize Decision Making
    • Code Review
    • The Outage Postmortem
    • Architecture Review
  • Assessing Your Own Experience
• 10. Conclusion
• Index

pokaż cały spis treści

ukryj recenzje