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The manager's path : a guide for tech leaders navigating growth and change /

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)...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Fournier, Camille (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Sebastopol, CA : O'Reilly Media, 2017.
Temas:
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)

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505 0 |a Copyright; Table of Contents; Acknowledgments; Introduction; How to Read This Book; O'Reilly Safari; How to Contact Us; Chapter 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; Chapter 2. Mentoring; The Importance of Mentoring to Junior Team Members; Being a Mentor; Mentoring an Intern; Mentoring a New Hire. 
505 8 |a Technical or Career MentoringGood 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; Chapter 3. Tech Lead; All Great Tech Leads Know This One Weird Trick; Being a Tech Lead 101; The Main Roles of a Tech Lead; 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. 
505 8 |a Real Life of a ManagerGood 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; Chapter 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. 
505 8 |a The To-Do List MeetingThe 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 Team's 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. 
505 8 |a Writing and Delivering a Performance ReviewCultivating Careers; Challenging Situations: Firing Underperformers; Assessing Your Own Experience; Chapter 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. 
520 |a 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. 
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