Manager's Path
| A | A series of good overviews of the different stages of being a Silicon Valley manager. |
I find myself generally agreeing with most things in this book, but I wish it took a stronger stance on many issues. I suspect this is because the book mostly follows the management wisdom I see from Silicon Valley managers and tries to be too tolerant of idiosyncrasies from that community.
For example the topic of 1:1s – the author suggests that weekly 1:1s are the right cadence but then softens and offers some circumstances where this isn’t necessary.
Another example might be the topic of coaching, where the author suggests coaching is important but then softens and says that some people are content in their role and don’t need coaching. This acceptance mirrors the concept of a “career” level at some companies beyond which engineers are not expected to grow. I personally find it unsatisfying – I have never met someone who was satisfied with never improving and I certainly wouldn’t want to hire them if I did.
See More
- Common management problems
- Experience of being a manager
- Explaining a tech debt project
- Team Gelling
- Management interview
- Meetings
- Project Planning
- Skip Level 1:1s
- Tech debt
- Technology Strategy
- Three Times Rule
- Types of Technical Executives