This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
The book Becoming an Effective Software EngineeringManager by James Stanier explores how to manageengineers and what managers can do to build and run effective teams. It helps people decide if they want to go from an engineering to a manager role and organize and improve their management activities.
We’ve collected a few of the best tech leadership books, so you can dive in with the best chance of success. Books offer an amazing opportunity to delve deeply into topics. Books offer an amazing opportunity to delve deeply into topics. I hope you find our list of tech leadership books useful: Tech Leadership books.
Or, the small crisis with engineeringmanagement. In 2018, Honeycomb co-founder & CTO Charity Majors wrote a blog post titled, “An Engineer’s Bill of Rights (and Responsibilities).” These constraints incentivized managers to think hard about how to retain and grow their best senior engineers. This is good.
We have a bunch of engineers who dont have the XP mindset. Our engineeringmanagers are at the forefront of that effort. To help out, were supporting the career ladder changes with an XP coaching team. Every open headcount Ive gotten since I joined has gone towards hiring very senior XP coaches.
She took her experience and co-founded Wherewithall , where she offers one-on-one coaching services for managers, executives, and individual contributors growing into leadership, and consulting services to support engineering organizations. As engineers, we have that solid internal barometer of success,” she says.
Alexa Rank : 63,303 Google Page Rank : 5 PostRank Leadership Score : 2 Number of Posts in last 30 days : 13 TwitterGrader Score : 100 Lead By Example : John Baldoni is a seasoned leadership pro and one of only a few leadership coaches that I endorse. EngineeringManager with Adobe Systems). I’m not an MBA.
With that, the argument that they should put a people-managers on their payroll, where it sounds like their only job is for them to tell other people what to do, feels like a real waste.”. At Raw Signal Group , Nightingale conducts leadership and management training with hundreds of fast-growing tech companies.
It’s easy because, in most cases, they can start with one of the many off-the-shelf Agile methods, like the one in this book. So, although it’s tempting to customize your Agile method from the beginning, it’s best to start out with a by-the-book approach. Parts II-IV of this book describe the practices for each zone.
Provide training, coaching, and other ways for people to get help without feeling judged. If you’re using this book as the basis for your change, provide copies, and tell people which parts you’re using. Focus team-level managers on managing their work system rather than individuals and tasks. Make a formal proposal.
Run concurrently with DeveloperWeek 2019 , DevExec World is a conference organized specifically for tech executives, engineeringmanagers, and lead developers. Just some of these topics include emerging trends, product management, career advancement, diversity and culture, and team skill development.
First, I’m exited to tell you that I’ve joined Heroku/Salesforce as an EngineeringManager. I’ve been wanting to “get back in the game” of engineeringmanagement for a while, and am excited to put my consulting experience to work in new contexts. Plus, I’m going to continue working on the book.
I was curious about moving up the engineeringmanagement ladder eventually, but I assumed a VP opportunity would be out of reach for a long time, if ever. I believe this is a super common and normal thing but have had at least one great coach insist that it is not, so I’m putting it on the list.
The transition to becoming a manager of managers requires an entirely new set of skills: hiring, onboarding, and coachingengineeringmanagers are fundamentally different jobs than hiring, onboarding, and coachingengineers. Everybody wants change, but nobody wants to be changed.
Manager dens- where you can experience coaching, mentoring, and a safe space, Vegas rules session. @23:57. Mentoring is sharing advice and perspective; coaching is helping someone come to their own conclusions. @25:56. Coaching is what helps people grow. @26:26. What are you optimizing for? @30:24. Marcus: Yeah.
In this episode of Programming Leadership, Marcus and his guest, Camille Fournier discuss some points from her book, The Manager’s Path. They discuss the importance of time management and how to effectively manage employee turnover in a leadership role. Why was that book your book to write in that moment?
Tandem’s custom software engineering team works collaboratively to create products for our clients. For today’s Tandem Roundtable, our engineeringmanagers (Mercedes, Chris, and Kate) sat down to discuss how they create opportunities for career growth, cultivate an inclusive workplace culture, and support each other along the way.
You’re responsible for providing performance feedback, for providing coaching. Marcus: Yeah, I actually… just this morning, I was reading Amy Edmondson’s book The Fearless Organization which is about psychological safety. Staff Engineer is equivalent to a manager who is a director. Senior Engineer 1.
As engineeringmanagers and leaders, our job of course is to help our teams deliver value to the organization and its customers. Yet from a higher level, our role is to ensure that both engineers and teams continue to grow and develop. So what exactly does career growth mean, and how can managers and leaders invest in it?
Will’s book, An Elegant Puzzle: Systems of EngineeringManagement. Marcus: Will, you are a manager now. You have been an engineer, you’ve got a marvelous book out called An Elegant Puzzle: Systems of EngineeringManagement. When you were little, did you want to be a manager?
So, the classic product lifecycle, which comes from Kotler and Keller years ago in a marketing book, is a curve that starts where the product is introduced, introduction. So, I’ve modified it over the years and working with technical people and engineers and doctors and different analytic people. I love that book.
Marcus: Michael is the author of the forthcoming book, at least it’s forthcoming when we’re recording it, The Art Of Leadership: Small Things, Done Well. Michael: And the book is like 42 or 43 or depending on how it all plays out of these small things, and you get to choose the ones that you want to work on.
Don: We can show a new org chart on the wall for those who’ve been to the coaching beyond the team workshop or gone through human systems dynamics, uh which I believe you’re a part of right now. No, the point of the book is Alfred Korzybski is actually the guy who originally said, “The map is not the territory.”
And I always enjoy our conversations, but she has a new set of books that is coming out called Modern Management Made Easy. And besides just the fabulous title, the first book is called Practical Ways to Manage Yourself. And Johanna is here today, well, first because I like her so much. Isn’t that intriguing?
Marcus: Michael is the author of the forthcoming book, at least it’s forthcoming when we’re recording it, The Art Of Leadership: Small Things, Done Well. Michael: And the book is like 42 or 43 or depending on how it all plays out of these small things, and you get to choose the ones that you want to work on.
They discuss her book, Seven Rules for Positive Productive Change, and how change is viewed and implemented by individuals and organizations. Change is a core aspect of leaders’ and managers’ jobs. And I think this is maybe one of the lessons from your book. Episode 27. Show Notes. Esther: Thank you. Esther: Mmhmm.
Differences in design principles between product and engineeringmanagement (1:35). How Rich helps marketers/sales develop a more useful frame for engineering (10:01). I’m a 30-plus-year veteran, in Silicon Valley, of enterprise software product management. And these days, I coach heads-of-product. Show Notes.
Progressed, eventually, to leading test teams, and managing testers, and then moving more into agile roles and team coaching. That sort of led me into a wider management role. So these days I’m an engineeringmanager, managing developers, helping teams deliver, meet their goals. Aaron: Yeah, for sure.
Differences in design principles between product and engineeringmanagement (1:35). How Rich helps marketers/sales develop a more useful frame for engineering (10:01). I’m a 30-plus-year veteran, in Silicon Valley, of enterprise software product management. And these days, I coach heads-of-product. Show Notes.
GeePaw, I’ve been interviewing engineeringmanagers for one of my clients, helping them hire and we always have a beginning talk about salary. Now, these engineeringmanagers are special in my opinion because they always, always used to be engineers, and they’re not that far from it. Marcus: It is.
See, it’s really easy for you as a manager to observe generally how people are working. You as the CLM, the software engineeringmanager, you get a notion for what people are doing but there’s always these beautiful surprises about who is really performing well and who is secretly struggling. Jason: yeah.
And I went back into the literature and I started finding the work of a management theorists called Mary Parker Follett, who was a little bit forgotten in the 20th century, but she did her work mostly in the early 20th century. I do a lot of coaching with senior leaders and managers to help them keep their cool. It’s fine.
We organize all of the trending information in your field so you don't have to. Join 49,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content