13 docs tagged with "leadership"

This book is a window to a future you, wisened by years or decades of experience. Any time you can find that window, open it.

This book is completely different from other management books, but also seemingly the same. It builds on concepts you definitely know, simple ones, but presents them in an easy-to-follow and highly tactical fashion, one at a time, then brings it all together into one simple but powerful package.

This book is my favorite management book to date. Perhaps it is just me, but this book spoke to me in greater fashion than others. Others had situations that felt familiar, but not exact. This book felt dead on 100% of the time, which made it all the more powerful.

I am not sure I really recommend this book, but for someone who asks the exact above question ("What do other people experience when managing software people?"), it would be hard to beat just a ton of interviews in a book, which this is.

This book talks through the specifics of management at the highest levels, but gets there by steadily moving up levels of complexity. This, combined with solid analogies, paints a simple to understand picture and gives direction of where to head.

This book focuses near entirely on communcation: Authentic, vulnerable communcation and exactly how to achieve it

This book is a good summary of all of the possible situations you will encounter as a Software Engineering Manager, and contains tidbits of how best to handle each.

This book approaches Software Management from a different perspective from the others, looking at it more from the perspective of incremental improvement rather than high-level strategies. Both are very helpful.

This book provides what in some organizations may be a radical idea: actually saying what you think. This provides benefits for both recipient and deliverant, even if it increases some awkwardness.

This book centers on how more people can actually get less work done, and strategies to ensure that does not occur.

This book presents conflict as a cornerstone of healthy teams, and walks through how to create an environment of trust to encourage this behavior, ultimately improving results.

This book does a decent job at putting what is typically under wraps on display: building a business is hard and often ugly, meaning that you are almost never choosing a right answer, but the least wrong, and you only know 10% of what is required to make a good decision.

This book was extremely helpful in focusing me on what was important in management, and also who I was supposed to be as CTO to all partners, tech and otherwise. This is likely to be true for whatever level you are at as well.