book

The Engineering Leader

by Cate Huston

April 2024

Beginner

398 pages

10h 2m

English

O'Reilly Media, Inc.

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Who the Book Is ForOrganization of the BookO’Reilly Online LearningHow to Contact UsAcknowledgements
Career Decisions and OptimizationsSetting and Executing on Career GoalsBecoming More CoachableKnowing When to Move on (and to What)Owning Your DRI Responsibilities
Expecting More from Your Career and Less from Your JobPlanning for OpportunityThe Work > The TitleDefining the MomentDistinguishing What Your Employer Rents Versus What They BuyRentBuyTrade-offs
Owning Your Professional DevelopmentWhatWhyResourcesSupportOpportunityPutting It TogetherBuilding Your Support SystemManagerSkip-Level ManagerPeersMentorsSponsorsCoachProfessional NetworkWork BFFs
The Gap Between Capability and RequirementsHigh Actionability with High ReceptivenessHigh Actionability with Low ReceptivenessLow Actionability with High ReceptivenessLow Actionability with Low ReceptivenessBecoming More CoachableBuild Your Self-AwarenessBroaden Your PerspectiveShed Your DefensivenessOwn UpAsk for AdviceBad FeedbackIgnores Broader ContextNegates Your InputUndermines Rather than Helps You SucceedKey Takeaways
Signs It’s Time to Move OnYou’re Not Learning (and You Want to Be)You’re Learning Coping Mechanisms Rather than SkillsYou Feel Morally Conflicted About HiringYour Job Is Affecting Your ConfidenceYour Job Is Affecting You PhysicallyMaking DecisionsYour Action Plan to DRI Your Career

Managing Energy Versus Managing TimeThe Trap of Being UsefulNavigating BurnoutUnderstand the ContextIdentify the CausesWork Toward ChangeGiver BurnoutBetter Energy Management
The Components of ManagementDirectionFeedbackPractical HelpSupportManaging DownManaging UpThe Role of Strategy in Management↓People && ↑Scope: Layoffs=People && =Scope: Stability↑People && ↓Scope: ConsolidationApproaching Struggling TeamsLetting Go: Why Your Job Should Change RegularlyYou Don’t Want to Confront the New Challenges Faced by Your Team?You’re Afraid to Give Things Up?You’re Afraid to Take on Something New?
Identifying Failure ModesCliftonStrengths AssessmentPositive IntelligenceCommunication Failure ModesLack of DepthConflicting ContextToo Much EmpathyMissing EmpathyAssuming Unearned TrustGrowing Your ImpactScopeComplexityOutputAgendaUnderstanding and Expanding Your Leadership StylesPacesettingAuthoritativeAffiliativeCoachingCoerciveDemocraticWhere to Begin?Navigating ChangeThere Are No HeroesHigh Performers and Low Performers Struggle MostAll Process Is ContextualYou Will Make MistakesYour Action Plan for Self-Management
Assessing the Current State of Your Hiring ProcessMetricsFeelingsPrework for Improving the Diversity of Your TeamBrand AwarenessPlay a Long GameAdvertisingTargeted OutreachImproving EvaluationsJob DescriptionsResume ReviewEvaluationsAssessing TrajectoryBetter InterviewsTypes of Interviews and What to Evaluate in an InterviewTake-Home AssignmentsAdditional ConsiderationsInterviewing EffectivelyYour Plan to Fix Your Hiring ProcessStep 1: Know Your NumbersStep 2: Understand What You’re Looking ForStep 3: Calibrate, Calibrate, CalibrateStep 4: Debug Your ProcessStep 5: Stop Looking for a Straight Line
Effective 1:1sThe Value of ComplainingOnboardingBelongingAccomplishmentImpactImplementationSupportingBuilding a Culture of HelpingChoose Being Kind over Being NicePerformance ManagementFinding Balance
Identifying and Developing PotentialIdentifying PotentialFeedback CultureDeveloping PotentialHiring External LeadershipDeveloping a Good RationaleClarifying ResponsibilityHiring Effectively for LeadershipSuccessful OnboardingMaking ChangeYour Action Plan to Scale Your Team
Constructing a MissionCase Study: WordPress MobileCase Study: Developing a Mission for a Distributed TeamCase Study: Aligning Developer ExperienceDetermining the MissionDetermining a StrategyCase Study: Scaling HiringCase Study: Onfido StudioCase Study: Building the Mobile Infrastructure Team at AutomatticDeveloping the StrategyMaking the Mission and Strategy Work Together
Defining the LayersThe MissionThe StrategyThe TacticsThe ExecutionMetaMappingDeveloping TacticsCase Study: The Accidental Introduction of DeadlinesCase Study: People and ProcessBuilding the Process LayerDriving ExecutionCase Study: Building Strategic Alignment Toward ExecutionCase Study: The Daily StandupCase Study: The Never-Ending Activity FeedGetting Sh*t DoneTactics + Execution = Effective Day-to-Day
Creating ClarityCreating Clarity: MissionCreating Clarity: StrategyCreating Clarity: TacticsCreating Clarity: ExecutionThings to ConsiderCreating CapacityCreating Capacity: MissionCreating Capacity: StrategyCreating Capacity: TacticsCreating Capacity: ExecutionThings to ConsiderAligning IncentivesAligning Incentives: Mission and StrategyAligning Incentives: TacticsAligning Incentives: ExecutionThings to ConsiderBuilding Feedback LoopsBuilding Feedback Loops: Mission and StrategyBuilding Feedback Loops: TacticsBuilding Feedback Loops: ExecutionThings to ConsiderWhere to BeginYour Action Plan for Making Your Team Self-Improving
What Good Looks Like in a TeamLogisticsChitchatPositive Reinforcement and RecognitionMeta ChatConstructive FeedbackHealthy ConflictWhat Good Looks Like in LeadershipCan You Take a Week Off?Can Problems Be Handled Without You?Does Your Team Deliver Consistently?Do People Tell You What They Think?Do People on the Team Treat One Another Well?Is the Team Self-Improving?Can You Give People Who Report to You Meaningful, In-Depth Feedback?What Kinds of Things Can You Delegate?Who Is Taking on Bigger Roles?Can You Take on Work Outside of Your Immediate Scope?Do Your Peers Value Your Perspective and Come to You for Advice?Does Your Team Need to Rebrand?Rebranding ProjectsOwning AchievementsMarking ProgressClear RetrospectivesRebranding PeopleStarting at the EndWhat Now?
↓ People && ↓ Scope: DeprecationWhat to ConsiderWhat to Worry About↓People && =Scope: EfficienciesWhat to ConsiderWhat to Worry About↓People && ↑Scope: Layoffs=People && ↓Scope: ReorganizationWhat to ConsiderWhat to Worry About=People && =Scope: Stability=People && ↑Scope: ExpansionWhat to ConsiderWhat to Worry About↑People && ↓Scope: Consolidation↑People && =Scope: GrowthWhat to ConsiderWhat to Worry About↑People && ↑Scope: High Growth!What to ConsiderWhat to Worry About

Overview

Great engineers don't necessarily make great leaders—at least, not without a lot of work. Finding your path to becoming a strong leader is often fraught with challenges. It's not easy to figure out how to be strategic, successful, and considerate while also being firm. Whether you're on the management or individual contributor track, you need to develop strong leadership skills.

This practical book shows you how to become a well-rounded and resilient engineering leader.