Innovative – You can expect some truly fresh ideas and insights on brand-new products or trends. If your values are not those of the company, you will struggle. A common piece of advice for manager’s is to shield their team.

Reach me at , how much unit testing), Holding people accountable for their decisions, Ensure decisions “pass the technical smell test”, Negativity can be fear - e.g. Cultural values is how people make decisions (if they value group interest above self-interest).

how/when to ask for help), Feedback - giving appropriate feedback. Our rating helps you sort the titles on your reading list from adequate (5) to brilliant (10). Public for praise, private for criticism. Here’s why you should think again.

I liked the book so much that I immediately ordered…

As tech senior managers, we bring a willingness to embrace and drive change as needed.

You must trust them (and they must trust you). Meanwhile, if you’ve delegated to your team mentoring new hires, you as a manager can focus on a clear set of goals.

And what are those responsibilities? The Manager's Path book. Debugging teams: check the data (check team dynamic, team chat, tickets, code reviews, code, meetings). Use concrete examples. Must be technically credible to get the respect of the engineering team. It’s often “plate spinning” and being overwhelmed is normal/expected/fine- remember you must, Frequent tasks - delegate (even if complex - it’s developing the team), Infrequent tasks - maybe best to DIY (especially if quick), Prepared meetings (e.g. The Manager’s Path is a must-read for software engineering managers at all levels. To make something top priority, ou need to explicitly kill or postpone in-flight work. Hence is better to promote people that has been in the company for long and already understand the culture. Leaders in tech teams are often good techies.

Communicate.

As deadlines approach say “no” more often. Get rid of the people that don’t respect you as a manager, or the team.

As Fournier reminds us, “you are not their parent.” Treat your team like adults and include them in key decisions and challenges, and you’ll strike a much better balance for when to shield them. See all formats and editions Hide other formats and editions. as she rose from individual contributor to CTO into the lessons she wished she’d Also where tech can create new business.

Book notes on "The Manager's Path" These are my notes on Camille Fournier’s The The Manager’s Path..

CTO without management responsibilities will have little influence. Background – You’ll get contextual knowledge as a frame for informed action or analysis. Gather information yourself from system instead of asking the team. Choose affected people, not a “cabal”. Same as managing multiple teams, but an order of magnitude bigger.

Don’t forget to include testing, rollout, training, decommissioning etc. Disagreement between peers should not be visible outside the leadership team.

e.g. Network with peers outside the company - prevents insular thinking, keeps you up to date with trends. Is a throwaway comment their boss talking or idle chat?

This is a beautifully organised book. As a manager, your first team is not the people that report to you but your peers. Progress report (when managing managers).

Create policies that clearly define what is needed for a yes. Map company values to tech team, maybe adding a couple that are specially important. Hot Topic – You’ll find yourself in the middle of a highly debated issue. They aren’t being irrational no matter how it might seem, be aware of analytical/creative spectrum. Fast judgement calls. When you mix and match all of them, you have context and are more likely to understand *why* something works or not. People pleasers are bad - they’ll burn themselves out and won’t push the team to become truely excellent. Failure is often a great place to look at what needs to evolve (process, structure). Understand current business landscape and plan for possible futures. Done well, they’re an opportunity to identify patterns for improvement, and set clear expectations of your people. “Late” projects - often not late, but when mgmt dislike estimates or change their mind. Books we rate below 5 won’t be summarized. Planning is hard and takes time.

For anyone considering following the management track, I’d consider this book required reading. Your technical focus at this level is to improve the system of work that your developers are operating within. Don’t ignore areas you don’t know - sooner or later you’ll have to and by then you’ll feel guilty about having avoided it. Start here.

Job isn’t to be the smartest person in the room - it’s to help the team make the best decision and get the best outcome, Technology alone doesn’t make a happy or productive team, VP of engineering is more about execution, CTO is more about tech and business strategy. In fact, it can be best to have your last hire mentor the newest.

Scientific – You’ll get facts and figures grounded in scientific research. First focus on the success of business, then on their departments.

Everything is a product - so product manage “internal” products and tools just a PM would for an external product. Build trust and rapport. Learn enough about the product and customers. Your manager is human - they have problems and bad days too.

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