000			06282nam a2200289 a 4500
001			42404
003			0000000000
005			20240411193047.0
008			210712n s 000 0 eng d
010			_a2016947713
020			_a978-1-4842-2157-0
100	1		_aLopp, Michael
245	1	0	_aManaging humans : _h[electronic resource] _bbiting and humorous tales of a software engineering manager / _cMichael Lopp.
250			_aThird edition.
260			_aLos Gatos, California : _bApress, _c2016
300			_a1 online resource.
500			_aIncludes index.
505	0		_aAbout the Author; Acknowledgments; Preface to the Third Edition; Part I: The Management Quiver; Chapter 1: Don't Be a Prick; Chapter 2: Managers Are Not Evil; There Is Evil; Your Manager's Job; Where 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; Chapter 3: Stables and Volatiles; The Factions; A Stable Evolution; Wait, What? Take Crazy RisksChapter 4: The Rands Test; The Rands Test: 11 Possible Points; Do you have a consistent one-on-one where you talk about topics other than status? (+1); Do you have a consistent team meeting? (+1); Are handwritten status reports delivered weekly via e-mail? ( -1); Are you comfortable saying "no" to your boss? (+1); Can you explain the strategy of your company to a stranger? (+1); Can you tell me with some accuracy the state of the business? (Or could you go to someone somewhere and figure it out right now?) (+1). Is there a regular meeting where the guy/gal in charge gets up in front of everyone and tells you what he/she is thinking? (+1) And are you buying it? (+1)Can you explain your career trajectory? (+1) Bonus: Can your boss? (+1); Do you have well-defined and protected time to be strategic? (+1); Are you actively killing the Grapevine? (+1); A Start; Chapter 5: How to Run a Meeting; Alignment vs. Creation; A Culture of Meetings; Chapter 6: The Twinge; Twinge Acquisition; Twinges: Built on Experience; A Manager's Day: Full of Stories; A Familiar Nail; A Twinge Catastrophe; Just Another Nail. Chapter 7: The Update, the Vent, and the DisasterThe Basics; How Are You?; The Update; The Vent; The Disaster; Assume They Have Something to Teach You; Chapter 8: The Monday Freakout; Don't Participate in the Freakout; Give the Freak the Benefit of the Doubt; Hammer the Freak with Questions; Get the Freaks to Solve Their Own Problems; You Still Have a Problem; Chapter 9: Lost in Translation; Wallace Hates Me; The Fall Is Not the Lesson; Your Instincts Are 100 Percent Wrong; The Size of the Lesson; Chapter 10: Agenda Detection; Meeting Bail Tip #1: Identify the Type of Meeting. Meeting Bail Tip #2: Classify the ParticipantsMeeting Bail Tip #3: Identify the Players; Meeting Bail Tip #4: Identify the Pros and Cons; Meeting Bail Tip #5: Figure Out the Issue; Meeting Bail Tip #6: Give the Cons What They Want; Meeting Bail Tip #7: Figure Out the Issue; Conclusion; Chapter 11: Dissecting the Mandate; Decide; Deliver; Deliver (Again); Foreign Mandates; Chapter 12: Information Starvation; Information Conduit; Nature Abhors a Vacuum; Starvation Prevention; Aggressive Silence; Chapter 13: Subtlety, Subterfuge, and Silence; Subtlety; Subterfuge; Silence; Business Isn't War.
520			_aRead hilarious stories with serious lessons that Michael Lopp extracts from his varied and sometimes bizarre experiences as a manager at Apple, Pinterest, Palantir, Netscape, Symantec, Slack, and Borland. Many of the stories first appeared in primitive form in Loppℓ́ℓs perennially popular blog, Rands in Repose. The Third Edition of Managing Humans contains a whole new season of episodes from the ongoing saga of Lopp's adventures in Silicon Valley, together with classic episodes remastered for high fidelity and freshness. Whether you're an aspiring manager, a current manager, or just wondering what the heck a manager does all day, there is a story in this book that will speak to youℓ́ℓand help you survive and prosper amid the general craziness of dysfunctional bright people caught up in the chase of riches and power. Scattered in repose among these manic misfits are managers, an even stranger breed of people who, through a mystical organizational ritual, have been given power over the futures and the bank accounts of many others. Lopp's straight-from-the-hip style is unlike that of any other writer on management and leadership. He pulls no punches and tells stories he probably shouldn't. But they are magically instructive and yield Loppℓ́ℓs trenchant insights on leadership that cut to the heart of the matterℓ́ℓwhether it's dealing with your boss, handling a slacker, hiring top guns, or seeing a knotty project through to completion. Writing code is easy. Managing humans is not. You need a book to help you do it, and this is it. What You'll Learn How teams work How to lead engineers How to handle conflict How to hire well How to motivate employees How to manage your boss How to say no How to understand different engineering personalities How to build effective teams <How to handle stressed people freaking out How to run a meeting well How to scale teams Who This Book Is For This book is designed for managers and would-be managers staring at the role of a manager wondering why they would ever leave the safe world of bits and bytes for the messy world of managing humans. The book covers handling conflict, managing wildly differing personality types, infusing innovation into insane product schedules, and figuring out how to build a lasting and useful engineering culture.
650		7	_aBusiness mathematics & systems. _2sears
650		7	_aInformation architecture. _2sears
650		7	_aPersonnel management _xHumor. _2sears
650		7	_aSoftware engineering _xManagement _xHumor. _2sears
856			_uhttps://drive.google.com/file/d/1uBVR3r64hcjt8lkpHacxbx5aR_AgTF5I/view?usp=sharing
999			_c12486 _d12486