I wish that I had read this book before entering management, I may have made a different decision. That’s not to say you can’t be a good leader of technical people without having read this, but rather, I am greatly impressed by the authors broad vision of important traits and skills to at least be aware of, if not master as one leaves a pure, technical realm, and enters into management.
The author starts by focusing on the technical or team lead roles, paying close attention to mentorship and some of those challenging interpersonal communication issues as the book progresses. The author talks about how at a higher management level, a focus on processes and culture and leading a team or a team of teams or entire division are the natural progression points.
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Popular Highlights in this book
Especially as you become more senior, remember that your manager expects you to bring solutions, not problems.Highlighted by 3,349 Kindle readers- My job as tech lead was to continue to write code, but with the added responsibilities of representing the group to management, vetting our plans for feature delivery, and dealing with a lot of the details of the project management process.Highlighted by 3,332 Kindle readers
- Good managers know that delivering feedback quickly is more valuable than waiting for a convenient time to say something.Highlighted by 3,263 Kindle readers
- Great managers notice when your normal energy level changes, and will hopefully care enough to ask you about it.Highlighted by 2,859 Kindle readers
- Ideally, the feedback you get from your manager will be somewhat public if it’s praise, and private if it’s criticism.Highlighted by 2,829 Kindle readers
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From the Publisher
How to Read This Book
This book is separated into chapters that cover increasing levels of management complexity. The first chapter describes the basics of how to be managed, and what to expect from a manager. The next two chapters cover mentoring and being a tech lead, which are both critical steps on the management path. For the experienced manager, these chapters have some notes on how you might approach managing people in these roles. The following four chapters talk about people management, team management, management of multiple teams, and managing managers. The last chapter on the management path, Chapter 8, is all about senior leadership.
For the beginning manager, it may be enough to read the first three or four chapters for now and skim the rest, returning when you start to face those challenges. For the experienced manager, you may prefer to focus on the chapters around the level that you’re currently struggling with. Interspersed throughout are sections with three recurring themes:
Ask the CTO
These are brief interludes to discuss a specific issue that tends to come up at each of the various levels.
Good Manager, Bad Manager
These sections cover common dysfunctions of engineering managers, and provide some strategies for identifying these bad habits and overcoming them. Each section is placed in the chapter/level that is most likely to correspond to the dysfunction, but these dysfunctions are often seen at every level of experience.
Challenging Situations
Starting in Chapter 4, I take some time to discuss challenging situations that might come up. Again, while these are roughly placed with the level that is most appropriate, you may find useful information in them regardless of your current level.
Chapter 9 is a bit of a wildcard, aimed at those trying to set up, change, or improve the culture of their team. While it was written from a perspective of a startup leader, I think that much of it will apply to those coming into new companies or running teams that need an uplift in their culture and processes.
More than an inspirational leadership book for a general-purpose audience, I wanted to write something worthy of the O’Reilly imprint, something you can refer back to over time in the same way you might refer to Programming Perl. Think of this book as a reference manual for engineering managers, a book focused on practical tips that I hope will be useful to you throughout your management career.
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| The Engineering Leader | Leading Effective Engineering Teams | The Art of Leadership | The Engineering Executive's Primer | The Manager's Path | The Staff Engineer's Path | |
| What is it? | A practical guide to becoming a well-rounded, career-minded, and resilient engineering leader. | A research-backed guide to the essential principles, tips, and frameworks for building highly effective engineering teams. | A collection of short essays providing simple, memorable leadership acts and practices. | A primer on how to obtain your first executive job and quickly ramp up to meet the challenges you may not have encountered in non-executive roles. | A guide to successfully navigating the different steps involved in transitioning from engineer to manager. | A guide for growing as a technical expert and leader beyond the management track. |
| What you'll learn | How to rethink career goals; tips on self-management; how to create healthy, diverse, and autonomous teams. | What traits relate to engineering effectiveness; how to build trust and accountability within your team; how the most effective engineering teams work. | How to uncover what's blocking your team, deal with information overload, find a mentor, delegate, find time for what matters, and much, much more. | How to get an executive job and what to do you in your first 90 days. How to run a planning process, conduct core meetings, create a tech strategy, and manage yourself effectively. | How to manage individuals, teams, multiple teams, and managers. How to be thoughtful about the culture of your engineering team. | How to understand your role, master strategic thinking, drive big projects, and make everyone around you better. |
| Who is this book for? | Managers looking for a model for how to balance personal and team needs. | Technical leaders and managers who want to build effective software engineering teams. | Managers, directors, and executives looking to improve their leadership acumen. | Anyone in an engineering executive role, or anyone attempting to reach their first executive role. | New or aspiring managers who need to get situated in their new role and learn, for the first time, how to lead teams. | Staff and principal engineers looking to better understand and grow in their roles. |
| Who else is it for? | Aspiring managers and individual contributors who want a better understanding of how things work. | Individual contributors who want evidence-based guidance to improve their effectiveness. | Anyone looking to develop their leadership skills. | Anyone trying to better understand the engineering executive they work with. | Experienced managers looking for guidance on how to deal with common problems in engineering management. | Junior engineers interested in career growth on the individual contributor track. |
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Top reviews from other countries
Felipe da Silva Rezende
Leitura obrigatória para quem era técnico e agora vai liderar
Reviewed in Brazil on November 18, 2023
