Managing Humans: Biting and Humorous Tales of a Software Engineering Manager - Michael Lopp

Part I 1: Don't Be A Prick 2: Managers Are Evil 3: Stables and Volatiles 4: The Rands Test 5: How to Run a Meeting 6: The Twinge 7: The Update, the Vent, and the Disaster 8: Lost in Translation 9: Agenda Detection 10: Management via Worry and Crisis 11: Dissecting the Mandate 12: Information Starvation 13: Subtlety, Subterfuge, and Silence 14: Your Mid-Year Leadership Check-in 15: Managementese 16: You're Not Listening 17: The Hotel Giraffe 18: Fred Hates the Off-Site 19: A Different Kind of DNA 20: An Engineering Mindset 21: Tear It Down 22: Titles Are Toxic 23: Saying No Part II 24: 1.0 25: The Process Myth 26: How to Start 27: Taking Time to Think 28: Meetings are Not For You 29: The Value of the Soak 30: Capturing Context 31: Trickle Theory 32: When the Sky Falls 33: Hacking is Important 34: WFH 35: Entropy Crushers 36: Your Culture is Rotting 37: The Metronome Part III 38: Bored People Quit 39: Bellwethers 40: The Ninety-Day Interview 41: Managing Nerds 42: Incrementalists and Completionists 43: NADD 44: A Nerd in a Cave 45: Meeting Creatures 46: Organics and Mechanics 47: Inwards, Outwards, and Holistics 48: The Wolf 49: Free Electrons 50: The Old Guard 51: Rules for the Reorg 52: An Unexpected Connection 53: You are Going on a Quest 54: A Glimpse and a Hook 55: Nailing the Phone Screen 56: Your Resignation Checklist 57: Shields Down 58: Chaotic, Beautiful Snowflakes 59: Epilogue: Fear is a Liar Glossary