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The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change 1st Edition [PDF]

Download The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change 1st Edition [PDF]


Authors: by Camille Fournier
Publisher: O'Reilly Media; 1st edition (May 2, 2017)
Format: PDF  
Paperback: 241 pages
Language: English 
ISBN-10: 1491973897
ISBN-13: 978-1491973899
Download The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change 1st Edition [PDF]  free download

How to Read This Book :

This book is separated into chapters that cover increasing levels of management complexity. The ƒrst chapter describes the basics of how to be managed, and what to expect from a manager. The next two chapters cover mentoring and being a tech lead, which are both critical steps on the management path. For the experienced manager, these chapters have some notes on how you might approach managing people in these roles. The following four chapters talk about people management, team management, management of multiple teams, and managing managers. The last chapter on the management path, Chapter 8, is all about senior leadership. For the beginning manager, it may be enough to read the ƒrst three or four chapters for now and skim the rest, returning when you start to face those challenges. For the experienced manager, you may prefer to focus on the chapters around the level that you’re currently struggling with.Interspersed throughout are sections with three recurring themes: Ask the CTO These are brief interludes to discuss a speciƒc issue that tends to come up at each of the various levels. Good Manager, Bad Manager These sections cover common dysfunctions of engineering managers, and provide some strategies for identifying these bad habits and overcoming them. Each section is placed in the chapter/level that is most likely to correspond to the dysfunction, but these dysfunctions are often seen at every level of experience. Challenging Situations Starting in Chapter 4, I take some time to discuss challenging situations that might come up. Again, while these are roughly placed with the level that is most appropriate, you may ƒnd useful information in them regardless of your current level. Chapter 9 is a bit of a wildcard, aimed at those trying to set up, change, or improve the culture of their team. While it was written from a perspective of a startup leader, I think that much of it will apply to those coming into new companies or running teams that need an uplift in their culture and processes. More than an inspirational leadership book for a general-purpose audience, I wanted to write something worthy of the O’Reilly imprint, something you can refer back to over time in the same way you might refer to Programming Perl. Therefore, think of this book as a reference manual for engineering managers, a book focused on practical tips that I hope will be useful to you throughout your management career. 


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