The Engineering Executive's Primer: Impactful Technical Leadership
- 11h 56m 17s
- Will Larson
- Gildan Media
- 2024
As an engineering manager, you almost always have someone in your company to turn to for advice: a peer on another team, your manager, or even the head of engineering. But who do you turn to if you're the head of engineering? Engineering executives have a challenging learning curve, and many folks excitedly start their first executive role only to leave frustrated within the first eighteen months.
In this book, author Will Larson shows you ways to obtain your first executive job and quickly ramp up to meet the challenges you may not have encountered in non-executive roles: measuring engineering for both engineers and the CEO, company-scoped headcount planning, communicating successfully across a growing organization, and figuring out what people actually mean when they keep asking for a "technology strategy."
This book explains how to get an engineering executive job, negotiate the contract, and onboard at your new company; run an engineering planning process and communicate effectively with the organization; direct the core meetings necessary to operate an effective engineering organization; hire, onboard, and run performance management; manage yourself and remain effective through many challenges; and leave the job when the time is right.
About the Author
Will Larson has been the CTO at Carta and Calm, and a software engineering leader at Calm, Stripe, and Uber. He is the author of An Elegant Puzzle and Staff Engineer. Before moving to San Francisco, he grew up in North Carolina, and studied Computer Science at Centre College in Kentucky.
In this Audiobook
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Chapter 1 - Getting the Job
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Chapter 2 - Your First 90 Days
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Chapter 3 - Writing Your Engineering Strategy
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Chapter 4 - How to Plan
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Chapter 5 - Creating Useful Organizational Values
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Chapter 6 - Measuring Engineering Organizations
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Chapter 7 - Participating in Mergers and Acquisitions
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Chapter 8 - Developing Leadership Styles
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Chapter 9 - Managing Your Priorities and Energy
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Chapter 10 - Meetings for an Effective Engineering Organization
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Chapter 11 - Internal Communications
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Chapter 12 - Building Personal and Organizational Prestige
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Chapter 13 - Working with Your CEO, Peers, and Engineering
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Chapter 14 - Gelling Your Engineering Leadership Team
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Chapter 15 - Building Your Network
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Chapter 16 - Onboarding Peer Executives
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Chapter 17 - Inspected Trust
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Chapter 18 - Calibrating Your Standards
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Chapter 19 - How to Run Engineering Processes
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Chapter 20 - Hiring
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Chapter 21 - Engineering Onboarding
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Chapter 22 - Performance and Compensation
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Chapter 23 - Using Cultural Survey Data
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Chapter 24 - Leaving the Job
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