Learn lessons from new, interesting, and occasionally bizarre experiences from managing humans at many of the top companies in Silicon Valley
Understand how you should manage software engineers in vital and stressful roles
Practice how you can learn how to run a meeting efficiently
Michael Lopp is a veteran engineering manager who has never managed to escape the Silicon Valley. In over 20 years of software development, Michael has worked at a variety of innovative companies, including Apple, Pinterest, Palantir, Netscape, Symantec, Borland International, Slack, and a startup that slowly faded into nothingness. In addition to his day job, Michael writes a popular technology and management weblog under the nom de plume "Rands," where he discusses his management ideas, worries about staying relevant, and wishes he had time to see more of the world. His weblog is Rands in Repose. Michael lives in northern California, never far from the ocean.
In this fourth edition of the bestselling business book Managing Humans, author Michael Lopp continues to draw leadership advice from some of the most important software companies of our modern age. Educational stories from companies across Silicon Valley such as Apple, Slack, Pinterest, Palantir, Netscape, and Borland detail the experiences of bright software engineers in an ever-changing industry
This revised edition of Managing Humans expands on the previous editions´ explorations of management essentials including handling stress, building diverse teams, running inclusive meetings, and how to lead in times of crisis. The education of a great leader never stops, and Lopp applies crucial insights to help continue your never-ending leadership education. Whether it is approaching a myriad of engineering personalities or handling unexpected conflict, you will come away with wisdom to handle any team situation.
The engineering culture of a company can determine the difference between a product´s ultimate success or failure. Managing Humans is here to guide managers and aspiring managers into the intimidating world of people and their vastly different personalities. Handle conflict, infuse innovation into your approach, and be the most confident manager you can be after reading this book.
What You Will Learn
- Lead engineers
- Handle conflict
- Understand different engineering personalities
Who This Book Is For
Managers and would-be managers staring at the role of a manager wondering why they would ever leave the safe world of bits and bytes for the messy world of managing humans.
Part 1. The Management Quiver
Chapter 1 Don't Be a Prick
Chapter 2 Managers Are Not Evil
Chapter 3 Stables and Volatiles
Chapter 4 The Rands Test
Chapter 5 How to Run a Meeting
Chapter 6 The Twinge
Chapter 7 The Update, the Vent, and the Disaster
Chapter 8 The Monday Freakout
Chapter 9 Lost in Translation
Chapter 10 Agenda Detection
Chapter 11 Management via Worry and Crisis
Chapter 12 Dissecting the Mandate
Chapter 13 Information Starvation
Chapter 14 Subtlety, Subterfuge, and Silence
Chapter 15 Your Mid-Year Leadership Check-in
Chapter 16 Managementese
Chapter 17 You´re Not Listening
Chapter 18 Fred Hates the Off-Site
Chapter 19 A Different Kind of DNA
Chapter 20 An Engineering Mindset
Chapter 21 The Housekeeping of the Intangible
Chapter 22 Tear it Down
Chapter 22 Titles are Toxic
Chapter 23 Saying No
Chapter 24 The Metronome
Part 2. The Process is the Product
Chapter 25 1.0
Chapter 26 The Process Myth
Chapter 27 How to Start
Chapter 28 WFH
Chapter 29 Taking Time to Think
Chapter 30 Meetings are not for You
Chapter 31 The Value of the Soak
Chapter 32 Capturing Context
Chapter 33 Everything Goes in a Context Bucket
Chapter 34 Trickle Theory
Chapter 35 When the Sky Falls
Chapter 36 Hacking is Important
Chapter 37 Entropy Crushers
Chapter 38 Your Culture is Rotting
Part 3. Versions of You
Chapter 39 Bored People Quit
Chapter 40 Bellwethers
Chapter 41 The Ninety-Day Interview
Chapter 42 Managing Nerds
Chapter 43 NADD
Chapter 44 A Nerd in a Cave
Chapter 45 Incrementalists and Completionists
Chapter 46 Organics and Mechanics
Chapter 47 Inwards, Outwards, and Holistics
Chapter 48 The Wolf
Chapter 49 Free Electrons
Chapter 50 The Old Guard
Chapter 51 An Unexpected Connection
Chapter 52 A Glimpse and a Hook
Chapter 53 Nailing the Phone Screen
Chapter 54 Your Resignation Checklist
Chapter 55 Shields Down
Chapter 56 Chaotic, Beautiful Snowflakes
Epilogue: Fear is a Liar
Glossary
In this fourth edition of the bestselling business book Managing Humans, author Michael Lopp continues to draw leadership advice from some of the most important software companies of our modern age. Educational stories from companies such as Apple, Slack, and Pinterest detail the experiences of bright software engineers in an ever-changing industry.
This revised edition of Managing Humans expands on the previous editions' explorations of management essentials including handling stress, building diverse teams, running inclusive meetings, and how to lead in times of crisis. The education of a great leader never stops, and Lopp applies crucial insights to help continue your never-ending leadership education. Whether it is approaching a myriad of engineering personalities or handling unexpected conflict, you will come away with the wisdom to handle any team situation.
The engineering culture of a company can determine the difference between a product's ultimate success or failure. Managing Humans is here to guide managers and aspiring managers into the intimidating world of people and their vastly different personalities. Handle conflict, infuse innovation into your approach, and be the most confident manager you can be after reading this book.
"It is so satisfying to read the work of an author who articulates something we know, but can't put our finger on, and then answers the excitement of fresh revelation with useful solutions or a frame to think about what we've just learned-all done in a breezy, knowing prose, that invites you to constantly write margin notes to capture the new thinking it invites."
John Dickerson, author, CBS News correspondent
Part I.- 1: Don't Be A Prick.- 2: Managers Are Evil.- 3: Stables and Volatiles.- 4: The Rands Test.- 5: How to Run a Meeting.- 6: The Twinge.- 7: The Update, the Vent, and the Disaster.- 8: Lost in Translation.- 9: Agenda Detection.- 10: Management via Worry and Crisis.- 11: Dissecting the Mandate.- 12: Information Starvation.- 13: Subtlety, Subterfuge, and Silence.- 14: Your Mid-Year Leadership Check-in.- 15: Managementese.- 16: You're Not Listening.- 17: The Hotel Giraffe.- 18: Fred Hates the Off-Site.- 19: A Different Kind of DNA.- 20: An Engineering Mindset.- 21: Tear It Down.- 22: Titles Are Toxic.- 23: Saying No.- Part II.- 24: 1.0.- 25: The Process Myth.- 26: How to Start.- 27: Taking Time to Think.- 28: Meetings are Not For You.- 29: The Value of the Soak.- 30: Capturing Context.- 31: Trickle Theory.- 32: When the Sky Falls.- 33: Hacking is Important.- 34: WFH.- 35: Entropy Crushers.- 36: Your Culture is Rotting.- 37: The Metronome.- Part III.- 38: Bored People Quit.- 39: Bellwethers.- 40: The Ninety-Day Interview.- 41: Managing Nerds.- 42: Incrementalists and Completionists.- 43: NADD.- 44: A Nerd in a Cave.- 45: Meeting Creatures.- 46: Organics and Mechanics.- 47: Inwards, Outwards, and Holistics.- 48: The Wolf.- 49: Free Electrons.- 50: The Old Guard.- 51: Rules for the Reorg.- 52: An Unexpected Connection.- 53: You are Going on a Quest.- 54: A Glimpse and a Hook.- 55: Nailing the Phone Screen.- 56: Your Resignation Checklist.- 57: Shields Down.- 58: Chaotic, Beautiful Snowflakes.- 59: Epilogue: Fear is a Liar.- Glossary.
Michael Lopp is a veteran engineering manager who has never managed to escape the Silicon Valley. In over 20 years of software development, Michael has worked at a variety of innovative companies, including Apple, Pinterest, Palantir, Netscape, Symantec, Borland International, Slack, and a startup that slowly faded into nothingness. In addition to his day job, Michael writes a popular technology and management weblog under the nom de plume "Rands," where he discusses his management ideas, worries about staying relevant, and wishes he had time to see more of the world. His weblog is Rands in Repose. Michael lives in northern California, never far from the ocean.
Über den Autor
Michael Lopp is a veteran engineering manager who has never managed to escape the Silicon Valley. In over 20 years of software development, Michael has worked at a variety of innovative companies, including Apple, Pinterest, Palantir, Netscape, Symantec, Borland International, Slack, and a startup that slowly faded into nothingness. In addition to his day job, Michael writes a popular technology and management weblog under the nom de plume "Rands," where he discusses his management ideas, worries about staying relevant, and wishes he had time to see more of the world. His weblog is Rands in Repose. Michael lives in northern California, never far from the ocean.
Inhaltsverzeichnis
Part I.- 1: Don't Be A Prick.- 2: Managers Are Evil.- 3: Stables and Volatiles.- 4: The Rands Test.- 5: How to Run a Meeting.- 6: The Twinge.- 7: The Update, the Vent, and the Disaster.- 8: Lost in Translation.- 9: Agenda Detection.- 10: Management via Worry and Crisis.- 11: Dissecting the Mandate.- 12: Information Starvation.- 13: Subtlety, Subterfuge, and Silence.- 14: Your Mid-Year Leadership Check-in.- 15: Managementese.- 16: You're Not Listening.- 17: The Hotel Giraffe.- 18: Fred Hates the Off-Site.- 19: A Different Kind of DNA.- 20: An Engineering Mindset.- 21: Tear It Down.- 22: Titles Are Toxic.- 23: Saying No.- Part II.- 24: 1.0.- 25: The Process Myth.- 26: How to Start.- 27: Taking Time to Think.- 28: Meetings are Not For You.- 29: The Value of the Soak.- 30: Capturing Context.- 31: Trickle Theory.- 32: When the Sky Falls.- 33: Hacking is Important.- 34: WFH.- 35: Entropy Crushers.- 36: Your Culture is Rotting.- 37: The Metronome.- Part III.- 38: Bored People Quit.- 39: Bellwethers.- 40: The Ninety-Day Interview.- 41: Managing Nerds.- 42: Incrementalists and Completionists.- 43: NADD.- 44: A Nerd in a Cave.- 45: Meeting Creatures.- 46: Organics and Mechanics.- 47: Inwards, Outwards, and Holistics.- 48: The Wolf.- 49: Free Electrons.- 50: The Old Guard.- 51: Rules for the Reorg.- 52: An Unexpected Connection.- 53: You are Going on a Quest.- 54: A Glimpse and a Hook.- 55: Nailing the Phone Screen.- 56: Your Resignation Checklist.- 57: Shields Down.- 58: Chaotic, Beautiful Snowflakes.- 59: Epilogue: Fear is a Liar.- Glossary.
Klappentext
In this fourth edition of the bestselling business book Managing Humans, author Michael Lopp continues to draw leadership advice from some of the most important software companies of our modern age. Educational stories from companies such as Apple, Slack, and Pinterest detail the experiences of bright software engineers in an ever-changing industry.
nn
This revised edition of Managing Humans expands on the previous editions' explorations of management essentials including handling stress, building diverse teams, running inclusive meetings, and how to lead in times of crisis. The education of a great leader never stops, and Lopp applies crucial insights to help continue your never-ending leadership education. Whether it is approaching a myriad of engineering personalities or handling unexpected conflict, you will come away with the wisdom to handle any team situation.
nn
The engineering culture of a company can determine the difference between a product's ultimate success or failure. Managing Humans is here to guide managers and aspiring managers into the intimidating world of people and their vastly different personalities. Handle conflict, infuse innovation into your approach, and be the most confident manager you can be after reading this book.
nn
"It is so satisfying to read the work of an author who articulates something we know, but can't put our finger on, and then answers the excitement of fresh revelation with useful solutions or a frame to think about what we've just learned-all done in a breezy, knowing prose, that invites you to constantly write margin notes to capture the new thinking it invites."
nn
John Dickerson, author, CBS News correspondent
Learn lessons from the author's experience managing humans at top companies in Silicon Valley
Understand how you should manage software engineers in vital and stressful roles
Practice how you can learn how to run a meeting efficiently
