Engineering Management for the Rest of Us

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Engineering Management for the Rest of Us

Engineering Management for the Rest of Us

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Drasner advises that managers should have strategies in place to resolve conflicts effectively, while maintaining a positive and respectful team environment. Join us at the next edition of Bookmarked where Suzan Bond will be joined by Sarah Drasner, who has 10+ years of experience in engineering management at all levels, from Lead to VP, to discuss her newest book ‘Engineering Management for the Rest of Us’. In this session, Sarah shares the reasons for writing this book, alongside her lessons learned over the years and what she wishes she had known when she started out on her management journey so that you can reflect on your own leadership style and needs. I checked two of those assumptions, and I'm sure anyone that checks none of them would have a great time with this reading.

However, there are a few topics that seem to be less connected to the enginineering manager's job and more to the individual contributors. The first part of building healthy teams is admitting you won't know everything, and this may be a time where you need to listen more than you talk.It's not just important, it's crucial that we iterate on our own skills as managers so that we can properly support everyone around individuals, peers, leadership, and the business. But it felt to me like the book goes broad and shallow, and it's not clear how useful it will be to budding managers.

To people who have the same aspirations in engineering management I'd encourage you to read this instead https://abseil. The topics described feel relatable and palpable, as if they're directly taken from your own workplace.

The book is too basic and lacks depth in technical topics that would be useful for those with a background in engineering. A lot of Engineering Managers and leaders studied for years and years to become the best Engineer they possibly could be.

So many challenges and learnings that helped me grow a tonne in that seemingly short period of time. I wrote this book because there's so much no one told me about management that I wished I would have known. I’m sharing what I’ve learned- not so that you follow my concepts exactly, but rather so that you can be thoughtful about your own leadership and needs.Many of the thoughts here enforced what I had learnt from reading blog posts about who a senior developer is, like . Ideas around understanding team members values, motivating team members, encouraging collaboration, managing conflict, working with management, managing yourself and so on are well-thought out and placed in the book. Every technical term is explained, and most are irrelevant to the bigger picture: to be a better manager, you need to focus much more on humane than technical things. Have you ever heard the phrase " when you think you're 90% of the way there, you're really only halfway there.

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