You are previewing Managing Humans: Biting and Humorous Tales of a Software Engineering Manager, Second Edition.

Managing Humans: Biting and Humorous Tales of a Software Engineering Manager, Second Edition

  1. Titlepage
  2. Dedication
  3. Contents
  4. About the Author
  5. Acknowledgments
  6. Preface to the Second Edition
  7. Part I: The Management Quiver
    1. Chapter 1: Don't Be a Prick
    2. Chapter 2: Managers Are Not Evil
      1. There Is Evil
      2. Your Manager’s Job
      3. Where Does Your Manager Come From?
      4. How Is He Compensating for His Blind Spots?
      5. Does Your Manager Speak the Language?
      6. How Does Your Manager Talk to You?
      7. How Much Action per Decision?
      8. Where Is Your Manager in the Political Food Chain?
      9. What Happens When They Lose Their Shit?
      10. The Big Finish
    3. Chapter 3: The Rands Test
      1. The Rands Test: 11 Possible Points
      2. Magnitude and Direction
    4. Chapter 4: How to Run a Meeting
      1. Alignment vs. Creation
      2. A Culture of Meetings
    5. Chapter 5: The Twinge
      1. Twinge Acquisition
      2. Twinges: Built on Experience
      3. A Manager’s Day: Full of Stories
      4. A Familiar Nail
      5. A Twinge Catastrophe
      6. Just Another Nail
    6. Chapter 6: The Update, the Vent, and the Disaster
      1. The Basics
      2. How Are You?
      3. The Update
      4. The Vent
      5. The Disaster
      6. Assume They Have Something to Teach You
    7. Chapter 7: The Monday Freakout
      1. Don’t Participate in the Freakout
      2. Give the Freak the Benefit of the Doubt
      3. Hammer the Freak with Questions
      4. Get the Freaks to Solve Their Own Problems
      5. You Still Have a Problem
    8. Chapter 8: Lost in Translation
      1. Wallace Hates Me
      2. The Fall Is Not the Lesson
      3. Your Instincts Are 100 Percent Wrong
      4. The Size of the Lesson
    9. Chapter 9: Agenda Detection
      1. Meeting Bail Tip #1: Identify the Type of Meeting
      2. Meeting Bail Tip #2: Classify the Participants
      3. Meeting Bail Tip #3: Identify the Players
      4. Meeting Bail Tip #4: Identify the Pros and Cons
      5. Meeting Bail Tip #5: Figure Out the Issue
      6. Meeting Bail Tip #6: Give the Cons What They Want
      7. Meeting Bail Tip #7: Figure Out the Issue
      8. Conclusion
    10. Chapter 10: Dissecting the Mandate
      1. Decide
      2. Deliver
      3. Deliver (Again)
      4. Foreign Mandates
    11. Chapter 11: Information Starvation
      1. Information Conduit
      2. Nature Abhors a Vacuum
      3. Starvation Prevention
      4. Aggressive Silence
    12. Chapter 12: Subtlety, Subterfuge, and Silence
      1. Subtlety
      2. Subterfuge
      3. Silence
      4. Business Isn’t War
    13. Chapter 13: Managementese
      1. Management Metaphors
      2. Language of the Lazy
      3. The “Bottom Line”
    14. Chapter 14: Fred Hates the Off-Site
      1. Why I Get in Fred’s Face
      2. Who We Are, What We Need, and Our Epic Journey
      3. A Meeting with Certain Characteristics
      4. What Fred Really Hates
    15. Chapter 15: A Different Kind of DNA
      1. No Ticker-Tape Parade
      2. Five Kinds of Win
      3. Flat Is a State of Mind
    16. Chapter 16: An Engineering Mindset
      1. Wrong?
      2. Remove Yourself from the Code, But . . .
      3. Don’t Stop Developing
    17. Chapter 17: Three Superpowers
      1. Three Superpowers
      2. My Favorite Superpower
    18. Chapter 18: Saying No
      1. Managers Lose It
      2. Losing It
      3. Recovering It
      4. Never Trust a Pixie
  8. Part II: The Process is the Product
    1. Chapter 19: 1.0
      1. Understanding 1.0
      2. Rands 1.0 Hierarchy
      3. Pitch
      4. People
      5. Process
      6. Product
      7. Using the Pyramid
      8. Building Culture
    2. Chapter 20: How to Start
      1. A Critical Analysis of Beginning
      2. Morning Stretch
      3. An Experienced Evening
      4. Happenstance
    3. Chapter 21: Taking Time to Think
      1. Reacting vs. Thinking
      2. Getting Started
      3. When to Stop
      4. Fighting Stagnation
    4. Chapter 22: The Value of the Soak
      1. Emotion and Ignorance
      2. Active Soaking
      3. Passive Soaking
      4. Soaking Takes Time
    5. Chapter 23: Managing Malcolm Events
      1. We’re in a Hurry
      2. Understanding Malcolm Events
      3. Artifacts
      4. Binders
      5. Success Is Often Silence
    6. Chapter 24: Capturing Context
      1. So What?
      2. Nerd Disclosure
    7. Chapter 25: Trickle Theory
      1. Our Villain
      2. Nothing Happens Until You Start
      3. Iterate
      4. Mix It Up
      5. Entropy Always Wins
    8. Chapter 26: When the Sky Falls
      1. Step 1: The Situation in the War Room
      2. Step 2: The “Bet Your Car” Perspective
      3. Step 3: Constant and Consistent Sky-Propping Pressure
      4. The Elusive Step 0
    9. Chapter 27: Hacking Is Important
      1. “Hackers Believe Something Can Always Be Better”
      2. Where’s Dieter?
      3. Unintentionally Forgetting What It Took to Get You There
  9. Part III: Versions of You
    1. Chapter 28: Bored People Quit
      1. Detecting Boredom
      2. A Boredom Plan of Action
      3. Don’t Forget What It’s Like to Build a Thing
    2. Chapter 29: Bellwethers
      1. The Core Interview Team
      2. Technical
      3. Cultural
      4. Vision (Strategic or Tactical?)
      5. Team Consensus
      6. Be a Fool
      7. Still Delusional
    3. Chapter 30: The Ninety-Day Interview
      1. Deliberation
      2. 1. Stay Late, Show Up Early
      3. 2. Accept Every Lunch Invitation You Get
      4. 3. Always Ask About Acronyms
      5. 4. Say Something Really Stupid
      6. 5. Have a Drink
      7. 6. Tell Someone What to Do
      8. 7. Have an Argument
      9. 8. Find Your Inner Circle
      10. Finishing the Interview
    4. Chapter 31: Managing Nerds
      1. A Worst-Case Scenario
      2. A Problem
      3. Chasing the Two Highs
      4. The Nerd Burden
    5. Chapter 32: NADD
      1. A Nerd Diagnosis
      2. The Context Switch
      3. Leveraging NADD
      4. Downsides
    6. Chapter 33: A Nerd in a Cave
      1. The Cave
      2. The Zone
      3. The Snap
      4. The Place
      5. Other Places
    7. Chapter 34: Meeting Creatures
      1. The Anchor
      2. Laptop Larry
      3. Mr. Irrelevant
      4. Chatty Patty
      5. Translator Tim
      6. Sally Synthesizer
      7. Curveball Kurt
      8. The Snake
    8. Chapter 35: Incrementalists and Completionists
      1. Somewhere in the Middle
      2. Two Different Coffee Addictions
      3. See It Yet?
    9. Chapter 36: Organics and Mechanics
      1. The Itch Perspective
      2. The Answer Is in the Middle
    10. Chapter 37: Inwards, Outwards, and Holistics
      1. The Vision Hierarchy
      2. Agenda Confusion
      3. Watch for Growth
    11. Chapter 38: Free Electrons
      1. Care and Feeding
      2. Back to Jerry
    12. Chapter 39: Rules for the Reorg
      1. Rule #1: Figure Out Your Role
      2. Rule #2: People Are Paranoid
      3. Rule #3: The Grapevine Gone Mad
      4. Rule #4: Reorgs Take Forever
      5. Rule #5: Most Folks Love Reorgs (But Hate to Admit It)
      6. The Only Rule: Patience
    13. Chapter 40: An Unexpected Connection
      1. Two Buckets
      2. The Value of Relevance
      3. To Wit
      4. Connecting the Relevant
    14. Chapter 41: Avoiding the Fez
      1. Understanding Where You Stand
      2. Annual Reviews, Briefly
      3. What’s Really on Their Minds
      4. First, Gather Your Thoughts, but Don’t Think (Yet)
      5. Skill vs. Will Plus Epiphanies
      6. Assertiveness, Briefly
      7. Big Finish
    15. Chapter 42: A Glimpse and a Hook
      1. The First Pass
      2. The Second Pass
      3. Differentiate, Don’t Annoy
      4. A Glimpse and a Hook
    16. Chapter 43: Nailing the Phone Screen
      1. The Purpose
      2. Your Job Is to Prepare
      3. Back to the Beginning
      4. The Close
    17. Chapter 44: Your Resignation Checklist
      1. Rule #1: Don’t Promise What You Can’t Do
      2. Rule #2: Respect Your Network
      3. Rule #3: Update “The Crew”
      4. Rule #4: Don’t Take Cheap Shots
      5. Rule #5: Do Right by Those Who Work for You and with You
      6. Rule #6: Don’t Volunteer to Do Work After You Leave (or, if You Do, Make Sure You Get a Lot of Money for It)
      7. Rule #7: Don’t Give Too Much Notice
      8. They Know
  10. Glossary
  11. Index
O'Reilly logo

images

Lost in Translation

Early on in your mastery of a complex thing, you are going to catastrophically overestimate your ability.

Your confidence is going to be artificially high. This new job, hobby, or sport is going to appear magically easy. You’re going to feel gifted. Those watching your miraculous aptitude keep saying “beginner’s luck,” but that’s neither what you’re hearing nor what they’re actually saying. What you’re hearing them say is, “We are jealous that you are gifted at this thing you totally don’t understand,” but what they’re actually saying is, “We understand it’s intoxicating to instantly feel like an expert and we will most certainly ...

The best content for your career. Discover unlimited learning on demand for around $1/day.