Librería Portfolio

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 manager
Understand what it takes to be a good mentor, and a good tech lead
Learn how to manage individual members while remaining focused on the entire team
Understand how to manage yourself and avoid common pitfalls that challenge many leaders
Manage multiple teams and learn how to manage managers
Learn how to build and bootstrap a unifying culture in teams



Chapter 1Management 101
What to Expect from a Manager
How to Be Managed
Assessing Your Own Experience
Chapter 2Mentoring
The Importance of Mentoring to Junior Team Members
Being a Mentor
Good Manager, Bad Manager: The Alpha Geek
Tips for the Manager of a Mentor
Key Takeaways for the Mentor
Assessing Your Own Experience
Chapter 3Tech Lead
All Great Tech Leads Know This One Weird Trick
Being a Tech Lead 101
Managing Projects
Managing a Project
Decision Point: Stay on the Technical Track or Become a Manager
Good Manager, Bad Manager: The Process Czar
How to Be a Great Tech Lead
Assessing Your Own Experience
Chapter 4Managing People
Starting a New Reporting Relationship Off Right
Communicating with Your Team
Different 1-1 Styles
Good Manager, Bad Manager: Micromanager, Delegator
Practical Advice for Delegating Effectively
Creating a Culture of Continuous Feedback
Performance Reviews
Cultivating Careers
Challenging Situations: Firing Underperformers
Assessing Your Own Experience
Chapter 5Managing a Team
Staying Technical
Debugging Dysfunctional Teams: The Basics
The Shield
How to Drive Good Decisions
Good Manager, Bad Manager: Conflict Avoider, Conflict Tamer
Challenging Situations: Team Cohesion Destroyers
Advanced Project Management
Assessing Your Own Experience
Chapter 6Managing Multiple Teams
Managing Your Time: What's Important, Anyway?
Decisions and Delegation
Challenging Situations: Strategies for Saying No
Technical Elements Beyond Code
Measuring the Health of Your Development Team
Good Manager, Bad Manager: Us Versus Them, Team Player
The Virtues of Laziness and Impatience
Assessing Your Own Experience
Chapter 7Managing Managers
Skip-Level Meetings
Manager Accountability
Good Manager, Bad Manager: The People Pleaser
Managing New Managers
Managing Experienced Managers
Hiring Managers
Debugging Dysfunctional Organizations
Setting Expectations and Delivering on Schedule
Challenging Situations: Roadmap Uncertainty
Staying Technically Relevant
Assessing Your Own Experience
Chapter 8The Big Leagues
Models for Thinking About Tech Senior Leadership
What's a VP of Engineering?
What's a CTO?
Changing Priorities
Setting the Strategy
Challenging Situations: Delivering Bad News
Senior Peers in Other Functions
The Echo
Ruling with Fear, Guiding with Trust
True North
Recommended Reading
Assessing Your Own Experience
Chapter 9Bootstrapping Culture
Assessing Your Role
Creating Your Culture
Applying Core Values
Creating Cultural Policy
Writing a Career Ladder
Cross-Functional Teams
Developing Engineering Processes
Practical Advice: Depersonalize Decision Making
Assessing Your Own Experience
Chapter 10Conclusion