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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)...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Sebastopol, CA :
O'Reilly Media,
2017.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- 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.
- 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.
- 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.
- 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.
- 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.