The Engineering Leader Cate Huston

Spis treści książki

• Foreword
• Preface
  • Who the Book Is For
  • Organization of the Book
  • OReilly Online Learning
  • How to Contact Us
  • Acknowledgements
• I. You
• DRIing Your Career
  • Career Decisions and Optimizations
  • Setting and Executing on Career Goals
  • Becoming More Coachable
  • Knowing When to Move on (and to What)
  • Owning Your DRI Responsibilities
• 1. Career Decisions and Optimizations
  • Expecting More from Your Career and Less from Your Job
    • Planning for Opportunity
    • The Work > The Title
    • Defining the Moment
  • Distinguishing What Your Employer Rents Versus What They Buy
    • Rent
      • Expertise
      • Brand
    • Buy
      • Time
      • Energy
      • Adherence
    • Trade-offs
• 2. Setting and Executing on Career Goals
  • Owning Your Professional Development
    • What
    • Why
    • Resources
    • Support
    • Opportunity
    • Putting It Together
  • Building Your Support System
    • Manager
      • Determining your approach
      • Pitfalls
    • Skip-Level Manager
      • Determining your approach
      • Pitfalls
    • Peers
      • Determining your approach
      • Pitfalls
    • Mentors
      • Determining your approach
      • Pitfalls
    • Sponsors
      • Determining your approach
      • Pitfalls
    • Coach
      • Determining your approach
      • Pitfalls
    • Professional Network
      • Determining your approach
      • Pitfalls
    • Work BFFs
      • Determining your approach
      • Pitfalls
• 3. Embracing Growth
  • The Gap Between Capability and Requirements
    • High Actionability with High Receptiveness
    • High Actionability with Low Receptiveness
    • Low Actionability with High Receptiveness
    • Low Actionability with Low Receptiveness
  • Becoming More Coachable
    • Build Your Self-Awareness
    • Broaden Your Perspective
    • Shed Your Defensiveness
    • Own Up
    • Ask for Advice
  • Bad Feedback
    • Ignores Broader Context
    • Negates Your Input
    • Undermines Rather than Helps You Succeed
  • Key Takeaways
• 4. Moving Forward
  • Signs Its Time to Move On
    • Youre Not Learning (and You Want to Be)
    • Youre Learning Coping Mechanisms Rather than Skills
    • You Feel Morally Conflicted About Hiring
    • Your Job Is Affecting Your Confidence
    • Your Job Is Affecting You Physically
    • Making Decisions
  • Your Action Plan to DRI Your Career
• Section 1 Summary
• Self-Management
• 5. Energy Management
  • Managing Energy Versus Managing Time
  • The Trap of Being Useful
  • Navigating Burnout
    • Understand the Context
    • Identify the Causes
    • Work Toward Change
    • Giver Burnout
  • Better Energy Management
• 6. Defining and Adapting Your Role
  • The Components of Management
    • Direction
    • Feedback
    • Practical Help
    • Support
    • Managing Down
    • Managing Up
      • Direction
      • Feedback
      • Practical help
      • Support
  • The Role of Strategy in Management
    • People && Scope: Layoffs
      • What to consider
      • What to worry about
      • What to do
    • =People && =Scope: Stability
      • What to consider
      • What to worry about
      • What to do
    • People && Scope: Consolidation
      • What to consider
      • What to worry about
      • What to do
      • Developing and iterating on strategy
    • Approaching Struggling Teams
      • Step 1: List your biggest problems
      • Step 2: Decide how to debug the cycles
      • Step 3: Define the constraints and understand the latitude you have
      • Now what?
  • Letting Go: Why Your Job Should Change Regularly
    • You Dont Want to Confront the New Challenges Faced by Your Team?
    • Youre Afraid to Give Things Up?
    • Youre Afraid to Take on Something New?
• 7. Expanding Your Leadership Range
  • Identifying Failure Modes
    • CliftonStrengths Assessment
    • Positive Intelligence
  • Communication Failure Modes
    • Lack of Depth
    • Conflicting Context
    • Too Much Empathy
    • Missing Empathy
    • Assuming Unearned Trust
  • Growing Your Impact
    • Scope
      • Mindset shift
      • Opportunity
    • Complexity
      • Mindset shift
      • Opportunity
    • Output
      • Mindset shift
      • Opportunity
    • Agenda
      • Mindset shift
      • Opportunity
  • Understanding and Expanding Your Leadership Styles
    • Pacesetting
      • When is it useful?
      • What do you need?
      • Situations to seek out?
      • Shift your mindset
    • Authoritative
      • When is it useful?
      • What do you need?
      • Situations to seek out?
      • Shift your mindset
    • Affiliative
      • When is it useful?
      • What do you need?
      • Situations to seek out?
      • Shift your mindset
    • Coaching
      • When is it useful?
      • What do you need?
      • Situations to seek out?
      • Shift your mindset
    • Coercive
      • When is it useful?
      • What do you need?
      • Situations to seek out?
      • Shift your mindset
    • Democratic
      • When is it useful?
      • What do you need?
      • Situations to seek out?
      • Shift your mindset
    • Where to Begin?
  • Navigating Change
    • There Are No Heroes
    • High Performers and Low Performers Struggle Most
    • All Process Is Contextual
    • You Will Make Mistakes
  • Your Action Plan for Self-Management
• Section 2 Summary
• II. Team
• Scaling Teams
• 8. Hiring That Scales
  • Assessing the Current State of Your Hiring Process
    • Metrics
      • Diversity metrics
      • Process metrics
      • Withdrawal rates and reasons
      • Time metrics
      • Confidence
      • Conversion metrics
      • Pass rate
      • Accept rate
      • Success rate
    • Feelings
  • Prework for Improving the Diversity of Your Team
    • Brand Awareness
    • Play a Long Game
    • Advertising
    • Targeted Outreach
  • Improving Evaluations
    • Job Descriptions
    • Resume Review
    • Evaluations
      • Competencies
      • Areas to develop
      • Optimizing for a fast, respectful no
    • Assessing Trajectory
  • Better Interviews
    • Types of Interviews and What to Evaluate in an Interview
      • Behavioral interviews
      • Coding and technical interviews
      • Choosing good technical interview questions
      • Problem-solving and understanding
      • Explorable and extendable
      • Deeply understood by the interviewer
    • Take-Home Assignments
    • Additional Considerations
    • Interviewing Effectively
      • Practically prepare for the interview
      • Create warmth
      • Create a positive experience
      • Manage the time
      • Remove bias
  • Your Plan to Fix Your Hiring Process
    • Step 1: Know Your Numbers
    • Step 2: Understand What Youre Looking For
    • Step 3: Calibrate, Calibrate, Calibrate
    • Step 4: Debug Your Process
    • Step 5: Stop Looking for a Straight Line
• 9. Making People Successful
  • Effective 1:1s
  • The Value of Complaining
  • Onboarding
    • Belonging
    • Accomplishment
    • Impact
    • Implementation
      • Collective responsibility for belonging
      • Collective responsibility for accomplishment
  • Supporting
    • Building a Culture of Helping
    • Choose Being Kind over Being Nice
      • Reflect back the struggle
      • Reduce required emotional energy
      • Let people be
      • Agree on the plan together
      • If you dont take the time, the time takes you
      • Drawing the line
    • Performance Management
      • Determining ineffectiveness
      • Identifying toxic behaviors
      • The PIP
      • Rehabilitation
  • Finding Balance
• 10. Building a Bench
  • Identifying and Developing Potential
    • Identifying Potential
    • Feedback Culture
      • Code review
      • Calibration
      • Compliments
      • Changing culture
    • Developing Potential
      • Identifying suitable stretch assignments
        • Developing warning signs and intervention points
        • Recognizing growth
      • Making problems tractable
      • Navigating performance reviews
      • Growth without promotions
        • Building a DRI mindset
        • Aligning with their values
  • Hiring External Leadership
    • Developing a Good Rationale
    • Clarifying Responsibility
    • Hiring Effectively for Leadership
    • Successful Onboarding
  • Making Change
  • Your Action Plan to Scale Your Team
• Section 3 Summary
• Self-Improving Teams
• 11. Mission and Strategy
  • Constructing a Mission
    • Case Study: WordPress Mobile
    • Case Study: Developing a Mission for a Distributed Team
    • Case Study: Aligning Developer Experience
    • Determining the Mission
  • Determining a Strategy
    • Case Study: Scaling Hiring
    • Case Study: Onfido Studio
    • Case Study: Building the Mobile Infrastructure Team at Automattic
  • Developing the Strategy
  • Making the Mission and Strategy Work Together
• 12. Tactics and Execution
  • Defining the Layers
    • The Mission
    • The Strategy
    • The Tactics
    • The Execution
    • Meta
    • Mapping
  • Developing Tactics
    • Case Study: The Accidental Introduction of Deadlines
    • Case Study: People and Process
    • Building the Process Layer
      • Lets talk about people
      • Lets talk about process
      • When process meets people
      • Pitfalls: The performance of process
      • Tactics as a team API
  • Driving Execution
    • Case Study: Building Strategic Alignment Toward Execution
    • Case Study: The Daily Standup
    • Case Study: The Never-Ending Activity Feed
    • Getting Sh*t Done
  • Tactics + Execution = Effective Day-to-Day
• 13. Driving Improvement
  • Creating Clarity
    • Creating Clarity: Mission
    • Creating Clarity: Strategy
    • Creating Clarity: Tactics
    • Creating Clarity: Execution
    • Things to Consider
  • Creating Capacity
    • Creating Capacity: Mission
    • Creating Capacity: Strategy
    • Creating Capacity: Tactics
    • Creating Capacity: Execution
    • Things to Consider
  • Aligning Incentives
    • Aligning Incentives: Mission and Strategy
    • Aligning Incentives: Tactics
    • Aligning Incentives: Execution
    • Things to Consider
  • Building Feedback Loops
    • Building Feedback Loops: Mission and Strategy
    • Building Feedback Loops: Tactics
    • Building Feedback Loops: Execution
    • Things to Consider
  • Where to Begin
  • Your Action Plan for Making Your Team Self-Improving
• Section 4 Summary
• III. Conclusion
• 14. What Good Looks Like
  • What Good Looks Like in a Team
    • Logistics
    • Chitchat
    • Positive Reinforcement and Recognition
    • Meta Chat
    • Constructive Feedback
    • Healthy Conflict
  • What Good Looks Like in Leadership
    • Can 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 Projects
    • Owning Achievements
    • Marking Progress
    • Clear Retrospectives
    • Rebranding People
    • Starting at the End
  • What Now?
• A. Team Strategy
  • People && Scope: Deprecation
    • What to Consider
    • What to Worry About
  • People && =Scope: Efficiencies
    • What to Consider
    • What to Worry About
  • People && Scope: Layoffs
  • =People && Scope: Reorganization
    • What to Consider
    • What to Worry About
  • =People && =Scope: Stability
  • =People && Scope: Expansion
    • What to Consider
    • What to Worry About
  • People && Scope: Consolidation
  • People && =Scope: Growth
    • What to Consider
    • What to Worry About
  • People && Scope: High Growth!
    • What to Consider
    • What to Worry About
• B. Reading List
• Index

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