Become an Effective Software Engineering Manager: How to Be the Leader Your Development Team Needs
(as of Nov 27,2021 05:40:09 UTC – Details)
Software startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you’ll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you’re doing it right? What does “it” even mean? And isn’t management a dirty word? This book will share the secrets you need to know to manage engineers successfully.
Going from engineer to manager doesn’t have to be intimidating. Engineers can be managers, and fantastic ones at that. Cast aside the rhetoric and focus on practical, hands-on techniques and tools. You’ll become an effective and supportive team leader that your staff will look up to.
Start with your transition to being a manager and see how that compares to being an engineer. Learn how to better organize information, feel productive, and delegate, but not micromanage. Discover how to manage your own boss, hire and fire, do performance and salary reviews, and build a great team. You’ll also learn the psychology: how to ship while keeping staff happy, coach and mentor, deal with deadline pressure, handle sensitive information, and navigate workplace politics.
Consider your whole department. How can you work with other teams to ensure best practice? How do you help form guilds and committees and communicate effectively? How can you create career tracks for individual contributors and managers? How can you support flexible and remote working? How can you improve diversity in the industry through your own actions? This book will show you how.
Great managers can make the world a better place. Join us.
From the Publisher
The Outline of This Book
In the first part of the book, Getting Oriented, you’re going to drop right into your new job. In A New Adventure you’ll be getting to grips with your new role and working out who your team are, what they do, and how they relate to the rest of the organization. Then you’re going to learn how to Manage Yourself First by getting your routine and habits in order.
Then we’re going to move on to the second part of the book, Working with Individuals. Here you’re going to learn all of the necessary tools and processes to be a success in your day-to-day role. We’ll look at the ways in which you will be Interfacing with Humans every day, focusing on how you can make those interactions fruitful and positive. You’ll then learn how to begin doing weekly One-to-Ones, which is the bedrock of your relationship with your staff.
You’ll also learn how we’re all motivated differently in The Right Job for the Person, understanding how you can use this to help people succeed and be happy. Then, we’ll get to the nitty-gritty. We’ll look into hiring in Join Us! and people leaving in Game Over.
We’ll close out the second part of the book by considering how you can begin to increase your impact outside of your team in How to Win Friends and Influence People, where you’ll find a number of ways that you can contribute to your department for the greater good.
The third part of the book is called The Bigger Picture. This is where you’ll begin to experience the messier sides of management. We’ll look at why Humans Are Hard and Projects Are Hard and what you can do in various tricky scenarios. Then we’ll consider the information that you’ll have to handle, share, and store in The Information Stock Exchange. We’ll then dive deeper into the often-paradoxical psychology of being an effective manager in Letting Go of Control.
We’ll then turn our focus to your environment. You’ll learn ways in which you can make your department’s communication more effective in Good Housekeeping. Then, we’ll consider how to create career progression tracks for your staff in Dual Ladders. The Modern Workplace addresses inclusivity, diversity, and culture and what you can do to make your company a better place for everyone.
We’ll finish off by considering your future. After all, this is a book about you. In Startups we’ll explore whether you might want to try and accelerate your career by joining a small but fast-growing organization. Then, in The Crystal Ball, we’ll run through an exercise together that you can use to think deeply about where your career is going. And guess what? You can use it with your own staff as well.
So, What’s Next?
All that’s left is for me to thank you for embarking on this journey together with me. I hope that you find it entertaining and informative and that it helps you become a better manager and maybe even a better person. All I know is that if I had this book when I started, I would have felt more confident, more comfortable, and more able to know that I was doing a good job for myself, but especially for those in my team. I truly hope that it does the same for you.
Publisher:Pragmatic Bookshelf; 1st edition (June 16, 2020)
Item Weight:1.71 pounds
Dimensions:7.5 x 0.82 x 9.25 inches