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The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change 1st Edition
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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.
- ISBN-101491973897
- ISBN-13978-1491973899
- Edition1st
- PublisherO'Reilly Media
- Publication dateMay 2, 2017
- LanguageEnglish
- Dimensions6 x 0.6 x 8.9 inches
- Print length241 pages
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Sharing the knowledge of experts
O'Reilly's mission is to change the world by sharing the knowledge of innovators. For over 40 years, we've inspired companies and individuals to do new things (and do them better) by providing the skills and understanding that are necessary for success.
Our customers are hungry to build the innovations that propel the world forward. And we help them do just that.
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.
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 | |
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Price | $33.64$33.64 | $39.99$39.99 | $25.49$25.49 | $32.49$32.49 | $28.99$28.99 | $31.49$31.49 |
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. |
Editorial Reviews
About the Author
Product details
- Publisher : O'Reilly Media; 1st edition (May 2, 2017)
- Language : English
- Paperback : 241 pages
- ISBN-10 : 1491973897
- ISBN-13 : 978-1491973899
- Item Weight : 13.3 ounces
- Dimensions : 6 x 0.6 x 8.9 inches
- Best Sellers Rank: #10,956 in Books (See Top 100 in Books)
- #11 in Software Development (Books)
- #177 in Business Management (Books)
- #261 in Leadership & Motivation
- Customer Reviews:
About the author
Camille Fournier is the former CTO of Rent the Runway, where she managed to somehow earn herself the nickname "The Hammer." She is the author of the blog Elided Branches, which covers many topics relevant to software engineers including distributed systems and engineering leadership, and a frequent conference speaker on these topics.
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* How to handle disagreements and conflict? The answer to this varies depending upon who you are dealing with in the organization.
* How to handle insubordination or someone undermining you?
* How to handle non-performing individuals and teams?
Often management has two sides - the one that is taught in books etc. and the one that is practiced.
In short, I feel management is closely tied to understanding human psychology and psychology of collective individuals (teams). To become effective manager you have to master human psychology. That is what its all about.
Overall recommended.
The chapter on "How to Be Managed" and how to have 1:1s -- these I quote weekly!
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.
Recommendation - look for a used copy in good condition and don’t pay more than $10 for it.
Previous contenders have included Peopleware, High-Output Management, The Mythical Man-Month, Good To Great, and others you've probably heard of. They are fine books, but they are either somewhat out of date, overly general, or a combination of both. This book is different. Fournier's book is a comprehensive overview of all the roles on the career path of modern technical management (starting from "senior engineer mentoring an intern" all the way up to CTO) and how to deal with the challenges at every step of the way.
What sets this book apart, other than being comprehensive, is that it is the product of direct and highly relevant experience. Fournier has worked at huge companies, small startups, and medium-sized companies, all in hyper-competitive industry settings. You've probably read other management books and it always goes like this: they give you a piece of general advice about how to deal with an issue. You try it (assuming it is even specific enough to put into action and isn't just a feel-good HR platitude), you run into a snag, and now the advice is useless because the rosy assurances in the book about how employees were going to act reasonably didn't really work. You throw the book away and think there is something wrong with you because everyone keeps on talking about how the book is great and it's just your fault that you couldn't make this great advice work.
Fournier's advice is not like that.
She starts with the general outlines of the strategy, but then tells you about times when she had to confront the issue herself, how she tried to apply the strategy and screwed up (there are instances in the book where she openly admits "The first time I tried this I fell flat on my face"), what kinds of problems kept the strategy from working, how she modified the strategy and overcame the problems, and finally and most importantly, wraps up with a summary about how context and trade-offs affect how you apply the advice. Acknowledging and explaining how common variations and implementation details determine how a general strategy will play out is what makes this book unusually useful and relevant.
Because everyone's job and situation are a little bit different, Fournier does an excellent job of breaking down broad strategies into their core principles, while separating out which details you can change based on individual situations, so that you can choose between trade-offs when you apply the strategy to the specific challenge you are confronting.
Lastly, this book will give you confidence. Confidence that you're not alone, that others have faced the same problems and surmounted them, that you can do it too. Confidence that you can screw something up but still pick up the pieces and try again, that you'll still get it right the second or third time, and that you are going to get to where you want to go.
This book is the product of years of tough lessons and hard-won success. Buy it. You won't regret it.
Top reviews from other countries
Reviewed in Mexico on February 23, 2024
As I got the recommendation about this book from a CTO, I just read it from the cover to the cover. And it's really good. With a lot of examples how to become a better manager. These examples made my It's coming with details and advises that will definitely help you to be a better version of yourself.
It should not be the only book to read for sure, but it's a good start to develop until you become the version of yourself that you are looking for.
Reviewed in Germany on April 13, 2024
As I got the recommendation about this book from a CTO, I just read it from the cover to the cover. And it's really good. With a lot of examples how to become a better manager. These examples made my It's coming with details and advises that will definitely help you to be a better version of yourself.
It should not be the only book to read for sure, but it's a good start to develop until you become the version of yourself that you are looking for.
Tenho a dizer que tem sido bastante útil a sua leitura para me ajudar a adaptar melhor a este cargo.
Gostava de ter lido isto antes, por isso mesmo que ainda não sejam Tech Leads, vale a pena lerem.