思维导图备注

Manager's Path_ A Guide for Tech Leaders Navigating Growth and Change, The - Camille Fournier
首页 收藏书籍 阅读记录
  • 书签 我的书签
  • 添加书签 添加书签 移除书签 移除书签

Imagined Life of a Manager

浏览 9 扫码
  • 小字体
  • 中字体
  • 大字体
2022-02-24 01:35:57
请 登录 再阅读
上一篇:
下一篇:
  • 书签
  • 添加书签 移除书签
  • Acknowledgments
  • Introduction
    • How to Read This Book
    • O’Reilly Safari
    • How to Contact Us
  • 1. Management 101
    • What to Expect from a Manager
      • One-on-One Meetings
      • Feedback and Workplace Guidance
      • Training and Career Growth
    • How to Be Managed
      • Spend Time Thinking About What You Want
      • You Are Responsible for Yourself
      • Give Your Manager a Break
      • Choose Your Managers Wisely
    • Assessing Your Own Experience
  • 2. Mentoring
    • The Importance of Mentoring to Junior Team Members
    • Being a Mentor
      • Mentoring an Intern
      • Mentoring a New Hire
      • Technical or Career Mentoring
    • Good Manager, Bad Manager: The Alpha Geek
    • Tips for the Manager of a Mentor
    • Key Takeaways for the Mentor
      • Be Curious and Open-Minded
      • Listen and Speak Their Language
      • Make Connections
    • Assessing Your Own Experience
  • 3. Tech Lead
    • All Great Tech Leads Know This One Weird Trick
    • Being a Tech Lead 101
      • The Main Roles of a Tech Lead
    • Managing Projects
    • Managing a Project
    • Decision Point: Stay on the Technical Track or Become a Manager
      • Imagined Life of a Senior Individual Contributor
      • Real Life of a Senior Individual Contributor
      • Imagined Life of a Manager
      • Real Life of a Manager
    • Good Manager, Bad Manager: The Process Czar
    • How to Be a Great Tech Lead
      • Understand the Architecture
      • Be a Team Player
      • Lead Technical Decisions
      • Communicate
    • Assessing Your Own Experience
  • 4. Managing People
    • Starting a New Reporting Relationship Off Right
      • Build Trust and Rapport
      • Create a 30/60/90-Day Plan
      • Encourage Participation by Updating the New Hire Documentation
      • Communicate Your Style and Expectations
      • Get Feedback from Your New Hire
    • Communicating with Your Team
      • Have Regular 1-1s
      • Scheduling 1-1s
      • Adjusting 1-1s
    • Different 1-1 Styles
      • The To-Do List Meeting
      • The Catch-up
      • The Feedback Meeting
      • The Progress Report
      • Getting to Know You
      • Mix It Up
    • Good Manager, Bad Manager: Micromanager, Delegator
    • Practical Advice for Delegating Effectively
      • Use the Team’s Goals to Understand Which Details You Should Dig Into
      • Gather Information from the Systems Before Going to the People
      • Adjust Your Focus Depending on the Stage of Projects
      • Establish Standards for Code and Systems
      • Treat the Open Sharing of Information, Good or Bad, in a Neutral to Positive Way
    • Creating a Culture of Continuous Feedback
    • Performance Reviews
      • Writing and Delivering a Performance Review
    • Cultivating Careers
    • Challenging Situations: Firing Underperformers
    • Assessing Your Own Experience
  • 5. Managing a Team
    • Staying Technical
    • Debugging Dysfunctional Teams: The Basics
      • Not Shipping
      • People Drama
      • Unhappiness Due to Overwork
      • Collaboration Problems
    • The Shield
    • How to Drive Good Decisions
      • Create a Data-Driven Team Culture
      • Flex Your Own Product Muscles
      • Look into the Future
      • Review the Outcome of Your Decisions and Projects
      • Run Retrospectives for the Processes and Day-to-Day
    • Good Manager, Bad Manager: Conflict Avoider, Conflict Tamer
      • The Dos and Don’ts of Managing Conflict
    • Challenging Situations: Team Cohesion Destroyers
      • The Brilliant Jerk
      • The Noncommunicator
      • The Employee Who Lacks Respect
    • Advanced Project Management
      • Project Management Rules of Thumb
    • Assessing Your Own Experience
  • 6. Managing Multiple Teams
    • Managing Your Time: What’s Important, Anyway?
    • Decisions and Delegation
      • Delegate Simple and Frequent Tasks
      • Handle Simple and Infrequent Tasks Yourself
      • Use Complex and Infrequent Tasks as Training Opportunities for Rising Leaders
      • Delegate Complex and Frequent Tasks to Develop Your Team
    • Challenging Situations: Strategies for Saying No
      • “Yes, and”
      • Create Policies
      • “Help Me Say Yes”
      • Appeal to Budget
      • Work as a Team
      • Don’t Prevaricate
    • Technical Elements Beyond Code
    • Measuring the Health of Your Development Team
      • Frequency of Releases
      • Frequency of Code Check-ins
      • Frequency of Incidents
    • Good Manager, Bad Manager: Us Versus Them, Team Player
    • The Virtues of Laziness and Impatience
    • Assessing Your Own Experience
  • 7. Managing Managers
    • Skip-Level Meetings
    • Manager Accountability
    • Good Manager, Bad Manager: The People Pleaser
    • Managing New Managers
    • Managing Experienced Managers
    • Hiring Managers
    • Debugging Dysfunctional Organizations
      • Have a Hypothesis
      • Check the Data
      • Observe the Team
      • Ask Questions
      • Check the Team Dynamics
      • Jump In to Help
      • Be Curious
    • Setting Expectations and Delivering on Schedule
    • Challenging Situations: Roadmap Uncertainty
      • Strategies for Handling Roadmap Uncertainty
    • Staying Technically Relevant
      • Oversee Technical Investment
      • Ask Informed Questions
      • Analyze and Explain Engineering and Business Tradeoffs
      • Make Specific Requests
      • Use Your Experience as a Gut Check
    • Assessing Your Own Experience
  • 8. The Big Leagues
    • Models for Thinking About Tech Senior Leadership
    • What’s a VP of Engineering?
    • What’s a CTO?
    • Changing Priorities
    • Setting the Strategy
      • Do a Lot of Research
      • Combine Your Research and Your Ideas
      • Draft a Strategy
      • Consider Your Board’s Communication Style
    • Challenging Situations: Delivering Bad News
    • Senior Peers in Other Functions
    • The Echo
    • Ruling with Fear, Guiding with Trust
      • Correcting a Culture of Fear
    • True North
    • Recommended Reading
    • Assessing Your Own Experience
  • 9. Bootstrapping Culture
    • Assessing Your Role
    • Creating Your Culture
    • Applying Core Values
    • Creating Cultural Policy
    • Writing a Career Ladder
    • Cross-Functional Teams
      • Structuring Cross-Functional Teams
    • Developing Engineering Processes
    • Practical Advice: Depersonalize Decision Making
      • Code Review
      • The Outage Postmortem
      • Architecture Review
    • Assessing Your Own Experience
  • 10. Conclusion
  • Index
暂无相关搜索结果！
    展开/收起文章目录

    二维码

    手机扫一扫，轻松掌上学

    《Manager's Path_ A Guide for Tech Leaders Navigating Growth and Change, The - Camille Fournier》电子书下载

    请下载您需要的格式的电子书，随时随地，享受学习的乐趣！
    EPUB 电子书

    书签列表

      阅读记录

      阅读进度: 0.00% ( 0/0 ) 重置阅读进度