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

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