书籍介绍
这不是一本教人如何'管理'的技术手册，而是一封写给技术人的坦诚告白书。作者没有堆砌管理理论，而是把转型路上那些说不出口的挣扎摊开给你看：当你终于坐上经理岗位，成就感迅速消退，开始怀疑自己到底想要什么；你以为授权是信任，其实可能是甩锅；你急着把骨干推出代码，反而亲手葬送了他们晋升的可能。全书最锋利之处，在于它拒绝把'管理'神圣化——它承认项目管理枯燥琐碎，承认'懒惰和不耐烦有时也是美德'，承认你需要学会策略地拒绝。它适合那些正在'fake it until you make it'的技术人：与其等待角色要求清晰降临，不如主动把身边行为映射到责任框架里，理解动机，向前一步。
作者简介
Camille Fournier 是 Rent the Runway 的前首席技术官，在业界有“锤子”的绰号。她还是博客 Elided Branches 的作者，该博客涵盖了许多与软件工程师相关的主题，包括分布式系统和工程领导力，她经常在与这些主题相关的会议上发言。
AI导读
核心看点
- 全景解析技术管理七阶段职责
- 提供从组长到CTO的实操指南
- 强调技术背景下的管理特殊性
读者共识
- 技术管理领域的标杆之作
- 内容真实接地气极具实操性
- 适合技术人反复阅读进阶
精彩摘录
- "It's a pretty universal truth that once you get the job you thorught you wanted, the enjoyment eventually fades and you find yourself looking for something else)"
- "You will not get everything you ask for, and asking is not usually a fun or comfortable experience. However, it's the fastest way forward."
- "The bedrock of strong teams is human connection, which leads to trust. And trust, real trust, requires the ability and willingness to be vulnerable in front of each other."
- "When you have a problem, instead of demanding that your manager solve it for you, try asking her for advice on how she might approach the problem. Asking for advice is always a good way to show respect and trust."
- "The trick of project management is not to stop when you feel a little bit stuck, or tired of it. It is tiring and tedious, as I said earlier. And it’s not something you probably know how to do well. So keep pushing through it past those points of irritation, boredom, and pain."
- "Good managers are looking out for talented people who could be given bigger leadership roles, but sometimes this leads them to push people away from coding before they’re ready. This practice can have a very negative impact on your career, because at more senior levels people who are considered “not"
- "As the manager of a process czar, help that person get more comfortable with ambiguity. As with many of the manager pitfalls, an obsession with process can be related to a fear of failure and a desire to control things to prevent the unexpected. If you are honest and make it clear that it’s safe to "
- "Working on the less exciting parts of the code base can teach you a lot about where the process is broken. With boring or frustrating projects, there’s often something obvious that can be spotted and fixed if an experienced person takes the time to look at them."
目录
用户评论
一度因为都是提纲而想放弃，越到后面越精彩，可以和《创造》协同阅读，那本书的细节和个人感悟更多，但内核是相近的。
1、保持好奇心
2、管理，“很大部分是管理你的恐惧和焦虑”--创造；“只有多花时间了解自己，反思自己是如何应对外界的改变…哪些事情让自己发狂，才能在管理工作更进一步”--技术为径。
不同点：比如如何决策，这本说前面说基于数据，创造说基于数据和直觉。
另外，作者转CTO向CEO汇报技术路线--业务如何结合，让人印象深刻。
宝典型经理必备书。
非常好，可操作性很强的一本书，技术转向管理路线的指导手册
沟通，1on1，仔细想想其实本质还是人是什么样的
英文版之前没读完，看到有译版快速过了遍。 类似一份单子，可以对照回顾过去几年做的好和坏的地方。有两点感触深，一是管理思路千头万绪，核心是能带着打胜仗，打不了处境就很艰难；二是书里跨职能团队工作的例子，就是所谓矩阵管理或是条块结合，只按职能划分团队的组织目标太大太单一，对结果负责的人太少，大部分人没目标感，要么速胜要么一泻千里，啃不下长期的骨头，要拆小的跨职能团队积小胜成大胜
很有指导性意义的一本书，读了之后对于技术管理者所扮演的角色与承担的责任有了更清晰的认识，里面分享了很多很实用的建议。技术管理者与工程师的职业模式其实差异不小，将要转为技术管理者或者经验尚浅的技术管理者读了这本书应该会受益匪浅。
好在亲身讲解经历并总结，弱在结构化不够。更适合工程师向技术管理岗转职的第二本或第三本书，建议转职前还是要学一学管理学的基本常识。“好经理、坏经理”环节还不错。
是少有的从一线贡献者一直覆盖到高级管理者的技术管理书籍。非常接地气。而且翻译得很好。
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