Michael Lopp

Managing Humans

Biting and Humorous Tales of a Software Engineering Manager

3rd ed. 2016

Michael Lopp

Los Gatos, California, USA

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ISBN 978-1-4842-2157-0

e-ISBN 978-1-4842-2158-7

DOI 10.1007/978-1-4842-2158-7

Library of Congress Control Number: 2016947713

© Michael Lopp 2016

Managing Humans: Biting and Humorous Tales of a Software Engineering Manager, Third Edition

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Indexer: SPi Global

Cover: Friedhelm Steinen-Broo

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To my family.

All of my family.

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The Apress Business Team

Preface to the Third Edition

This remains a work of semi-fiction.

A book on management is filled with insight, ideas, and opinions about how to lead humans. All of this information is based on real-life experience with actual people I still know. While I’d love to tell you that all my leadership experiences have been positive, they haven’t been. I’ve lost my shit a couple of times, and there were witnesses. These witnesses are the ones who helped me pull it together and gave me another page for this book.

All the names of people referred to in the chapters of this book are fake. I’ve taken everyone that I’ve known and mentally thrown them into a bag, shaken said bag, and pulled out Fez, Phil, Alice, and Frank. Using these constructed characters, I create a story, sometimes set in a familiar company I actually worked for—like Apple, Slack, Netscape, Palantir, Pinterest, or Borland—which allows me to explain whatever leadership insight I’m relaying. Like my characters, my stories are fake. My hope is that they still ring true in your head because while they are fantastic stories, they are based on real experiences.

The icing on this semi-fictional cake is Rands. This is a name I began using in the mid-1990s for my virtual presence. When I began blogging, the name stuck. Think of Rands as your semi-fictional guide walking you through the fake stories of fake people that have had incredible relevant (yet fake) experiences.

Rands has a bit of attitude, but, then again, so do I.

Acknowledgments

I’d like to acknowledge and thank:

  • The readers of Rands in Repose who not only unwittingly guided the initial creation of this work by reading, commenting, and mailing, but whose continued interest allowed me to develop a far superior third edition.

  • Melanie Baker, my editor, whose infinite patience and unique Canadianness keeps Rands sounding like Rands. She would never allow the word Canadianness into a proper book.

  • Tom Paquin, who years ago took the time to guide me and shape my thinking regarding how to be a good manager.

  • John Gruber, my dear friend, who inspires me with his writing and who I don’t see enough.

  • 42.

  • Steve Jobs, who didn’t fire me when he had the chance.

Contents

  1. Part I: The Management Quiver
    1. Chapter 1:​ Don’t Be a Prick
    2. Chapter 2:​ Managers Are Not Evil
    3. Chapter 3:​ Stables and Volatiles
    4. Chapter 4:​ The Rands Test
    5. Chapter 5:​ How to Run a Meeting
    6. Chapter 6:​ The Twinge
    7. Chapter 7:​ The Update, the Vent, and the Disaster
    8. Chapter 8:​ The Monday Freakout
    9. Chapter 9:​ Lost in Translation
    10. Chapter 10:​ Agenda Detection
    11. Chapter 11:​ Dissecting the Mandate
    12. Chapter 12:​ Information Starvation
    13. Chapter 13:​ Subtlety, Subterfuge, and Silence
    14. Chapter 14:​ Managementese
    15. Chapter 15:​ You’re Not Listening
    16. Chapter 16:​ Fred Hates the Off-Site
    17. Chapter 17:​ A Different Kind of DNA
    18. Chapter 18:​ An Engineering Mindset
    19. Chapter 19:​ Tear It Down
    20. Chapter 20:​ Titles Are Toxic
    21. Chapter 21:​ Saying No
  2. Part II: The Process is the Product
    1. Chapter 22:​ 1.​0
    2. Chapter 23:​ The Process Myth
    3. Chapter 24:​ How to Start
    4. Chapter 25:​ Taking Time to Think
    5. Chapter 26:​ The Value of the Soak
    6. Chapter 27:​ Capturing Context
    7. Chapter 28:​ Trickle Theory
    8. Chapter 29:​ When the Sky Falls
    9. Chapter 30:​ Hacking Is Important
    10. Chapter 31:​ Entropy Crushers
  3. Part III: Versions of You
    1. Chapter 32:​ Bored People Quit
    2. Chapter 33:​ Bellwethers
    3. Chapter 34:​ The Ninety-Day Interview
    4. Chapter 35:​ Managing Nerds
    5. Chapter 36:​ NADD
    6. Chapter 37:​ A Nerd in a Cave
    7. Chapter 38:​ Meeting Creatures
    8. Chapter 39:​ Incrementalists and Completionists
    9. Chapter 40:​ Organics and Mechanics
    10. Chapter 41:​ Inwards, Outwards, and Holistics
    11. Chapter 42:​ The Wolf
    12. Chapter 43:​ Free Electrons
    13. Chapter 44:​ The Old Guard
    14. Chapter 45:​ Rules for the Reorg
    15. Chapter 46:​ An Unexpected Connection
    16. Chapter 47:​ Avoiding the Fez
    17. Chapter 48:​ A Glimpse and a Hook
    18. Chapter 49:​ Nailing the Phone Screen
    19. Chapter 50:​ Your Resignation Checklist
    20. Chapter 51:​ Shields Down
    21. Chapter 52:​ Chaotic, Beautiful Snowflakes
  4. Glossary
  5. Index

About the Author

Michael Lopp

is a veteran engineering manager who has not yet managed to escape Silicon Valley. Over the course of more than 20 years in software development, Michael has worked at a variety of innovative companies, including Apple, Slack, Netscape, Symantec, Borland, Palantir, Pinterest, and a startup that slowly faded into nothingness.

In addition to his day job, Michael writes a popular technology and management blog under the nom de plume “Rands,” where he discusses his management ideas, worries about staying relevant, and explains that while you might be handsomely rewarded for what you build, you will only be successful because of your people. His blog can be found at www.randsinrepose.com .

Michael lives in the Redwoods of Northern California with his family. He mountain bikes, plays hockey, and drinks red wine whenever he can, because staying sane is more important than staying busy.

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