As a software engineer, you recognize at some point that there's much more to your career than dealing with code. Is it time to become a manager? Tell your boss he’s a jerk? Join that startup? Author Michael Lopp recalls his own make-or-break moments with Silicon Valley giants such as Apple,... read more
The software developer's career handbook.
“People screw things up. They are the sources of bugs. They ask odd questions, and their logic is flawed.”
Your job is not just what you're doing; it should be preparing you for what you want to do.Highlighted by 35 Kindle customers
For me, technical direction is a reminder to care daily about my work. Growth is actively watching my career and making sure that today is not a dull repetition of yesterday. Finally, delivery is my daily investment in my reputation.Highlighted by 34 Kindle customers
Let's see if you're dying. Ask yourself the following: Have you failed recently? Is there someone within throwing distance who challenges you daily? Can you tell me the story of something significant you learned in the last week?Highlighted by 26 Kindle customers
Your boss is only your boss while he's your boss. Your career is yours forever.Highlighted by 26 Kindle customers
What am I doing? What do I do? What matters to me? What do I care about?Highlighted by 20 Kindle customers
There's a simple rule designed to grab your attention: 'If you're not growing, you're dying.'Highlighted by 19 Kindle customers
This is why my management strategy is to assume those closest to the problem can make the best decisions. That's how I scale.Highlighted by 19 Kindle customers
It's OK to quit a job with people you like because there are a lot of people to like out there.Highlighted by 14 Kindle customers
An immediate and actionable next step is the best sign of success with a phone screen. If I don't give you this as part of the close, ask for it. If I stall, there's a problem.Highlighted by 12 Kindle customers
If technical direction is your ability, and growth is the refinement and shaping of that ability, then delivery is the reputation you construct around that ability, and the rule is also simple: 'Do what you say you're going to do.'Highlighted by 10 Kindle customers
Preface. xi
Sec tion 1: A Caree r Playbook
Chapter 1
How to Win. 3
Chapter 2
A List of Three. 9
Chapter 3
The Itch. 17
Chapter 4
The Sanity Check. 25
Chapter 5
The Nerves. 31
Chapter 6
The Button. 37
Chapter 7
The Business. 45
Sec tion 2: Dec onstructing Manageme nt
Chapter 8
The Culture Chart. 57
Chapter 9
Managing Managers. 63
Chapter 10
The Issue with the Doof. 73
Chapter 11
The Leaper. 81
Chapter 12
The Enemy. 87
Chapter 13
The Impossible . 93
Chapter 14
Knee Jerks . 99
Chapter 15
A Deep Breath. 107
Chapter 16
Gaming the System . 113
Chapter 17
Managing Werewolves . 121
Chapter 18
BAB. 127
Chapter 19
Your People. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Chapter 20
Wanted . 139
Chapter 21
The Toxic Paradox. 147
Chapter 22
The Pond. 155
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