book

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

by Michael Lopp

June 2012

Beginner to intermediate

259 pages

7h 13m

English

Apress

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There Is EvilYour Manager’s JobWhere Does Your Manager Come From?How Is He Compensating for His Blind Spots?Does Your Manager Speak the Language?How Does Your Manager Talk to You?How Much Action per Decision?Where Is Your Manager in the Political Food Chain?What Happens When They Lose Their Shit?The Big Finish
The Rands Test: 11 Possible PointsMagnitude and Direction

Alignment vs. CreationA Culture of Meetings
Twinge AcquisitionTwinges: Built on ExperienceA Manager’s Day: Full of StoriesA Familiar NailA Twinge CatastropheJust Another Nail
The BasicsHow Are You?The UpdateThe VentThe DisasterAssume They Have Something to Teach You
Don’t Participate in the FreakoutGive the Freak the Benefit of the DoubtHammer the Freak with QuestionsGet the Freaks to Solve Their Own ProblemsYou Still Have a Problem
Wallace Hates MeThe Fall Is Not the LessonYour Instincts Are 100 Percent WrongThe Size of the Lesson
Meeting Bail Tip #1: Identify the Type of MeetingMeeting Bail Tip #2: Classify the ParticipantsMeeting Bail Tip #3: Identify the PlayersMeeting Bail Tip #4: Identify the Pros and ConsMeeting Bail Tip #5: Figure Out the IssueMeeting Bail Tip #6: Give the Cons What They WantMeeting Bail Tip #7: Figure Out the IssueConclusion
DecideDeliverDeliver (Again)Foreign Mandates
Information ConduitNature Abhors a VacuumStarvation PreventionAggressive Silence
SubtletySubterfugeSilenceBusiness Isn’t War
Management MetaphorsLanguage of the LazyThe “Bottom Line”
Why I Get in Fred’s FaceWho We Are, What We Need, and Our Epic JourneyA Meeting with Certain CharacteristicsWhat Fred Really Hates
No Ticker-Tape ParadeFive Kinds of WinFlat Is a State of Mind
Wrong?Remove Yourself from the Code, But . . .Don’t Stop Developing
Three SuperpowersMy Favorite Superpower
Managers Lose ItLosing ItRecovering ItNever Trust a Pixie
Understanding 1.0Rands 1.0 HierarchyPitchPeopleProcessProductUsing the PyramidBuilding Culture
A Critical Analysis of BeginningMorning StretchAn Experienced EveningHappenstance
Reacting vs. ThinkingGetting StartedWhen to StopFighting Stagnation
Emotion and IgnoranceActive SoakingPassive SoakingSoaking Takes Time
We’re in a HurryUnderstanding Malcolm EventsArtifactsBindersSuccess Is Often Silence
So What?Nerd Disclosure
Our VillainNothing Happens Until You StartIterateMix It UpEntropy Always Wins
Step 1: The Situation in the War RoomStep 2: The “Bet Your Car” PerspectiveStep 3: Constant and Consistent Sky-Propping PressureThe Elusive Step 0
“Hackers Believe Something Can Always Be Better”Where’s Dieter?Unintentionally Forgetting What It Took to Get You There
Detecting BoredomA Boredom Plan of ActionDon’t Forget What It’s Like to Build a Thing
The Core Interview TeamTechnicalCulturalVision (Strategic or Tactical?)Team ConsensusBe a FoolStill Delusional
Deliberation1. Stay Late, Show Up Early2. Accept Every Lunch Invitation You Get3. Always Ask About Acronyms4. Say Something Really Stupid5. Have a Drink6. Tell Someone What to Do7. Have an Argument8. Find Your Inner CircleFinishing the Interview
A Worst-Case ScenarioA ProblemChasing the Two HighsThe Nerd Burden
A Nerd DiagnosisThe Context SwitchLeveraging NADDDownsides
The CaveThe ZoneThe SnapThe PlaceOther Places
The AnchorLaptop LarryMr. IrrelevantChatty PattyTranslator TimSally SynthesizerCurveball KurtThe Snake
Somewhere in the MiddleTwo Different Coffee AddictionsSee It Yet?
The Itch PerspectiveThe Answer Is in the Middle
The Vision HierarchyAgenda ConfusionWatch for Growth
Care and FeedingBack to Jerry
Rule #1: Figure Out Your RoleRule #2: People Are ParanoidRule #3: The Grapevine Gone MadRule #4: Reorgs Take ForeverRule #5: Most Folks Love Reorgs (But Hate to Admit It)The Only Rule: Patience
Two BucketsThe Value of RelevanceTo WitConnecting the Relevant
Understanding Where You StandAnnual Reviews, BrieflyWhat’s Really on Their MindsFirst, Gather Your Thoughts, but Don’t Think (Yet)Skill vs. Will Plus EpiphaniesAssertiveness, BrieflyBig Finish
The First PassThe Second PassDifferentiate, Don’t AnnoyA Glimpse and a Hook
The PurposeYour Job Is to PrepareBack to the BeginningThe Close
Rule #1: Don’t Promise What You Can’t DoRule #2: Respect Your NetworkRule #3: Update “The Crew”Rule #4: Don’t Take Cheap ShotsRule #5: Do Right by Those Who Work for You and with YouRule #6: Don’t Volunteer to Do Work After You Leave (or, if You Do, Make Sure You Get a Lot of Money for It)Rule #7: Don’t Give Too Much NoticeThey Know

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

About the Author

Michael Lopp is a veteran engineering manager who has never managed to escape the Silicon Valley. In over 20 years of software development, Michael has worked at a variety of innovative companies including Apple, Netscape, Symantec, Borland, Palantir, and a startup that slowly faded into nothingness.

In addition to his day job, Michael writes a popular technology and management weblog under the nom de plume “Rands,” where he discusses his management ideas, worries about staying relevant, and explains that while you might be handsomely rewarded for what you build, you will only be successful because of your people. His weblog can be found at www.randsinrepose.com.

Michael lives in the Redwoods of Northern California with his ...

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MANAGING HUMANS: BITING AND HUMOROUS TALES OF A SOFTWARE ENGINEERING MANAGER

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ISBN: 9781430243144Purchase book

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

by Michael Lopp

About the Author

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

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