The Manager's Path. A Guide for Tech Leaders

The Manager's Path. A Guide for Tech Leaders - Opis

Managing people is difficult wherever you work. But in the tech industry, where management is also a technical discipline, the learning curve can be brutal-especially when there are few tools, texts, and frameworks to help you. In this practical guide, author Camille Fournier (tech lead turned CTO) takes you through each stage in the journey from engineer to technical manager.From mentoring interns to working with senior staff, you...ll get actionable advice for approaching various obstacles in your path. This book is ideal whether you...re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization.Begin by exploring what you expect from a managerUnderstand what it takes to be a good mentor, and a good tech leadLearn how to manage individual members while remaining focused on the entire teamUnderstand how to manage yourself and avoid common pitfalls that challenge many leadersManage multiple teams and learn how to manage managersLearn how to build and bootstrap a unifying culture in teams Spis treści:
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. (...) więcej 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 O autorze: Camille Fournier jest doświadczoną liderką łączącą rozległe kompetencje przywódcze z szeroką wiedzą techniczną. Była wiceprezesem ds. technologii w firmie Goldman Sachs w Nowym Jorku, a obecnie jest opiekunką projektu open source Apache ZooKeeper i regularnie publikuje dla O’Reilly Media. Jest chętnie zapraszana do udziału w licznych konferencjach, podczas których często zabiera głos na tematy związane z technologią IT, przywództwem w zespołach inżynierskich i kierowaniem projektami. mniej