97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts
- 8h 52m 15s
- Camille Fournier
- Gildan Media
- 2020
Tap into the wisdom of experts to learn what every engineering manager should know. With ninety-seven short and extremely useful tips for engineering managers, you'll discover new approaches to old problems, pick up road-tested best practices, and hone your management skills through sound advice.
Managing people is hard, and the industry as a whole is bad at it. Many managers lack the experience, training, tools, texts, and frameworks to do it well. From mentoring interns to working in senior management, this book will take you through the stages of management and provide actionable advice on how to approach the obstacles you'll encounter as a technical manager.
A few of the ninety-seven things you should know:
- - "Three Ways to Be the Manager Your Report Needs" by Duretti Hirpa
- - "The First Two Questions to Ask When Your Team Is Struggling" by Cate Huston
- - "Fire Them!" by Mike Fisher
- - "The 5 Whys of Organizational Design" by Kellan Elliott-McCrea
About the Author
Camille Fournier is an experienced leader with the unique combination of deep technical expertise, executive leadership, and engineering management. Camille is the former head of engineering at Rent the Runway. She was previously a vice president at Goldman Sachs. Camille is an Apache ZooKeeper committer and PMC member and a Dropwizard framework PMC member.
In this Audiobook
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Chapter 1 - Advanced PeopleOps—One-on-One Retrospectives
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Chapter 2 - Answer These 10 Questions to Understand Whether You’re a Good Manager
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Chapter 3 - Avoiding Traps in Manager READMEs
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Chapter 4 - Building Effective Roadmaps
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Chapter 5 - Busy Isn’t Better
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Chapter 6 - Career Conversations as an Engineering Manager
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Chapter 7 - Career Development for Startup Engineers
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Chapter 8 - Communicating with Executives
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Chapter 9 - Communication as Craft
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Chapter 10 - Connect “The What” to “The Why”
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Chapter 11 - Continuous Kindness
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Chapter 12 - Culture Is What You Do When the Unexpected Happens
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Chapter 13 - Dealing with Uncertainty
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Chapter 14 - Define Your Culture Before It Defines Itself
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Chapter 15 - Delivering Feedback
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Chapter 16 - Developing Communication Patterns
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Chapter 17 - Distributed Teams Are Founded on Explicit Communication Channels
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Chapter 18 - Do Less, Lead More
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Chapter 19 - Don’t Be the S--- Umbrella
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Chapter 20 - Don’t Elevate the Means Beyond the End
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Chapter 21 - Don’t Look for A Players
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Chapter 22 - Don’t Just Evaluate Candidates on Skills
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Chapter 23 - Engineering Productivity
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Chapter 24 - Like This? Really?
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Chapter 25 - Everyone Can Lead with Leverage
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Chapter 26 - Fire Them!
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Chapter 27 - The First Two Questions to Ask When Your Team Is Struggling
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Chapter 28 - The Five Whys of Organizational Design
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Chapter 29 - Focus on Growth to Improve Employee Engagement
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Chapter 30 - Followership
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Chapter 31 - Forecasting with Less Effort and More Accuracy
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Chapter 32 - The Four Layers of Communication in a Functional Team
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Chapter 33 - The Four-Letter Word That Makes My Blood Boil
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Chapter 34 - Friday Wins and a Case Study in Ritual Design
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Chapter 35 - Get Deployment Right on Day One
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Chapter 36 - Good Process Is Evolved, Not Designed
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Chapter 37 - A Good Standup
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Chapter 38 - Ground Rules in Meetings
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Chapter 39 - Help Yourself to Better One-on-Ones
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Chapter 40 - How Do Individual Contributors Get Stuck?
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Chapter 41 - How to Be Discerning Without Being Invalidating
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Chapter 42 - How to Conduct an Autonomy-Support Meeting
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Chapter 43 - How to Help Your New Grad Engineer Navigate Work
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Chapter 44 - How to Share Decisions for Strong Execution
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Chapter 45 - Improve Your Decision Making with Mental Models
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Chapter 46 - Interviewing Engineers: Going Beyond Technical Skills
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Chapter 47 - Introduce an Engineering Ladder
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Chapter 48 - Leadership Is About Responsibility, Not Authority
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Chapter 49 - Leading Through Rapid Change Is Normal
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Chapter 50 - Making Your New Team Feel Like a Team
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Chapter 51 - Manage Complexity with Diversity
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Chapter 52 - Management Is a Different Set of APIs
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Chapter 53 - Manager Handoffs
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Chapter 54 - Managers and Culture
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Chapter 55 - Monuments and Hamburgers
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Chapter 56 - Navigating the Bumpy Road from Engineer to Manager
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Chapter 57 - The New Way to Manage by Walking Around
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Chapter 58 - Not Everyone Wants to Be a People Manager
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Chapter 59 - On Accountability
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Chapter 60 - On the Elusiveness of Time in Tracking Progress
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Chapter 61 - Onboard People, Not Technology
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Chapter 62 - Onboarding Beyond Codelabs
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Chapter 63 - Own the Narrative
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Chapter 64 - The Path to Change: Facts and Feelings
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Chapter 65 - People Leave Bad Managers, Not Bad Jobs—Right?
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Chapter 66 - Performance Is an Ongoing Conversation
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Chapter 67 - Physician, Heal Thyself!
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Chapter 68 - Political Capital and the Favor Economy
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Chapter 69 - Prioritize Building Relationships with Your Peers
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Chapter 70 - Priority Exceptions
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Chapter 71 - The Product Manager’s Concerns
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Chapter 72 - Projects for Which Agile Is Inappropriate
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Chapter 73 - Reconciliation Loops
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Chapter 74 - “Remote”
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Chapter 75 - Risk Budgets: Five Choices Between Your Team and Failure
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Chapter 76 - Safety First!
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Chapter 77 - Scale Communication Through Writing
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Chapter 78 - Scaling Management by Giving Up Control
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Chapter 79 - Six Tips for a New Manager
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Chapter 80 - Stop Your Team from Bikeshedding, and Saying “Bikeshedding”
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Chapter 81 - Taking On Inclusion
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Chapter 82 - Team Stability Matters
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Chapter 83 - Three Questions to Avoid, and Three Questions to Ask During an Interview
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Chapter 84 - Three Ways to Be the Manager Your Report Needs
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Chapter 85 - To Code or Not to Code
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Chapter 86 - Transparency Takes More Than an Open Door
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Chapter 87 - The Triangle of Self-Organization
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Chapter 88 - Trust Is a Powerful Leadership Tool
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Chapter 89 - Using Six-Page Documents to Close Decisions
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Chapter 90 - WELCOME, {HUMAN}!—Writing Onboarding READMEs
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Chapter 91 - What I Wished I Knew Before I Started Managing a Remote Team
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Chapter 92 - Why a Good Boss Likes It When People Complain
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Chapter 93 - Why You Can’t Manage Humans Like They’re Software
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Chapter 94 - Why Your Programmer Just Wants to Code
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Chapter 95 - Willpower of Leadership
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Chapter 96 - Yes, Code Wins Arguments. But Why? And How to Be Polite About It
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Chapter 97 - Your Job Is Not to Be Liked
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