Become an Effective Software Engineering Manager is an essential guide for learning to grow and lead engineers.
This is the single best book I’ve read on what it means to be a great Engineer Manger. It’s an enjoyable and honest read.
Rating
(Higher is better, 5 is neutral)
- Would I recommend? 10 / 10
- Did I learn anything? 10 / 10
- Did I learn anything I can apply? 9 / 10
- High Information density? 8 / 10
- Would I re-read? 9/10
Buy Become an Effective Software Engineering Manager on Amazon
Become an Effective Software Engineering Manager Overview
The author will take you on a journey from day one to being a central influencing helping your team be the effective and impactful.
The book is broken down into 3 major sections: Managing Yourself, Working with and Managing others, Working with Teams and the Organization at Large.
Who should read Become an Effective Software Engineering Manager?
Certainly every Engineering Manager and Head of Engineering. This could be a playbook for creating a philosophy around great management.
Senior Engineers who are considering Engineer Manager route or want to build empathy with an Engineer Manager’s role.
My main takeaways
Being organized is very key to being a great manager. Use your calendar, email, reminders, and notes effectively. Specifically automated reminders will give you super powers.
You have two options for leading: The Stick or The Carrot. The Stick driving everyone forward with pressure & deadlines. The Carrot by motivating & aligning on mission.
There is a hierarchy of needs in the workplace. First two are Physiological (pay & benefits) and Safety (job security & environment. These two we have control over as manager, but don’t lead to long term job satisfaction. The next three are Belonging, Esteem, and Self-actualization. As managers we can contribute to these fulfilling items by finding opportunities that align with a reports interests.
There tends to be two developer archetypes: Cathedra Builders and Bazaar Browsers. Those that want to go deep and be a subject master, building towards perfections; and later are those that desire for exciting new things and never want to be stagnant. Each have their space in an organization and both are motivated in their own ways. Don’t try to fit one in the others role for long if you can help it.
Delegation has a range of levels of oversight. From no oversight to showing another how to do a task. Closing the right level of delegation depends on the task and the individuals capabilities.
If you liked this book, next I’d recommend:
Going deeper on team culture: Elegant Problem
Going deeper on leading with positive impact: Multipliers
Going deeper on project management: Waltzing with Bears