And WOW a proper book on the topic is SOOO much better than any random article that I find, be it from SWLW, HN, Reddit, or any other source. Articles and posts are easy to like when I already agree with their premise. But the depth of a proper book, from a real source of authority and not some random person online, looking at the problem from multiple points, that’s so much more insightful and useful.
So instead of hunting for best articles, I would 100% recommend getting Armstrong, or some textbook. Or at least High Output Management as other comment suggested, or some other well known and well regarded book. But Armstrong in particular can give you very deep understanding of most aspects of people management, plus it’s up-to-date.
https://en.m.wikipedia.org/wiki/Peopleware:_Productive_Proje...
First understand that management is administrative: accountability, task completion, retention, hiring. Leadership is direction, purpose, and motivation. The concepts are not related. Leaders own things and take risks. Managers balance spreadsheets. If you are an extreme introvert or find it difficult to be assertive you have a tremendous amount of catching up to do.
Secondly, your best source of knowledge is experience from people with proven delivery. Find them and ask them tough questions. Compare yourself to your managerial peers to determine if you are developing appropriately or if you are sucking. Do not look to your peers or the public for leadership guidance as they will set you up to fail, especially in software. If you really want to become a solid manager look for harsh criticism from the leaders you work for AND a path forward.
Finally, pay close attention to the measures and metrics of your staff. Such measures will include staff retention, speed of delivery, product performance, and so forth.
To help jump start your journey here is leadership according to the US Army: ADP 6-22, https://armypubs.army.mil/ProductMaps/PubForm/Details.aspx?P...
Speaking of learning from people with completely different perspectives, if you want to learn about public speaking, read Do You Talk Funny?, by Nihill. The thesis is that good standup comedians are the best public speakers, and that we can learn their techniques. Much of what they do well has nothing to do with being funny.
Thats the most succinct advice I have on being a better manager. Not a self-indulgent medium article.
https://davidmarquet.com/turn-the-ship-around-book/
The anecdotes are good fun. I've not used it specifically as a model but I like the general principles it represents.
Multipliers - an excellent book on how to avoid becoming a stereotypical bad boss. Chapters are easy to read independently and have great summaries at the end.
Crucial Conversations - good for both professional and personal conversations. Learn how to have a difficult conversation without burning down the relationship.
Finally, look up SOON (acronym) for when someone you manage comes to you seeking guidance.
I find it's really more a practical guide, less so a "recipe of success" that other self-help tend to be.
https://www.amazon.com/Managers-Path-Leaders-Navigating-Grow...
I can’t find it online now, though the whole book is on archive.org. Here’s a good summary:
https://uncomn.com/leadership-part-1-lessons-from-douglas-so...
* Peopleware, Demarco & Lister
* Rands - anything/everything he has written. Start with Managing Humans.
* The 5 dysfunctions of a team, Lencioni
* Gervais Principle (broke my rule, its a set of articles about The Office) https://www.ribbonfarm.com/2009/10/07/the-gervais-principle-...
More practically, here's a fun blog where you can ask specific questions: https://www.askamanager.org/
I.e. it's now your job to lead. Do it, and take responsibility for doing it.
Also:
The Manager's Path by Camille Fournier Released March 2017 Publisher(s): O'Reilly Media, Inc. ISBN: 9781491973899
0: https://en.wikiquote.org/wiki/Grace_Hopper 1: https://www.cs.yale.edu/homes/tap/Files/hopper-wit.html
For example, his book Smart and Gets Things Done[1] is great.
Although not management, per se, Steve McConnell's stuff[2] has been of invaluable assistance, in my career. He talks about Quality Process, and that's the kind of stuff that managers should (IMO) know and enforce. Again, I don't think folks, hereabouts, have much love for him.
His book, Rapid Development[3], was a watershed, in my development.
[0] https://www.joelonsoftware.com
[1] https://www.joelonsoftware.com/2007/06/05/smart-and-gets-thi...
[2] https://stevemcconnell.com
[3] https://www.microsoftpressstore.com/store/rapid-development-...
https://docs.google.com/document/d/18FiJbYn53fTtPmphfdCKT2TM...
https://www.donaldegray.com/managing-in-mayberry-an-examinat...
There are some fantastic other suggestions in comments though, and it looks like all my suggestions already accounted for.
There are two important distinctions: how you manage mediocre workers you didn't hire, and how you manage good workers. The former will require 98% of the effort of the latter, and will give you a fraction of the same results. If you are running a tech company, the former will probably prevent you from ever running things well or smoothly. The former can include people who don't show up for work, but it can also include high IQ people who are constantly screwing around and coming up with elaborate excuses. The best way to manage those people is to fire them as fast as possible.
For managing the former, let them get their work done and don't do stupid shit that impairs it. If you can't figure that out yourself, you shouldn't be a manager.
There, I just saved you 10,000 hours of reading.
My favourite piece of reading here is The Eleven Laws of Showrunning by Javier Grillo-Marxuach: http://okbjgm.weebly.com/uploads/3/1/5/0/31506003/11_laws_of...
It's about how to be the showrunner on a TV show, but is full of advice that works really well for managing people in software engineering environments as well (if you squint at it the right way).
He makes the argument that by putting a lot of effort in understanding your own and other peoples viewpoint you are able to build good relationship.
But what I believe sets his work apart from others is his psychological view on why it’s sometimes hard for people to listen to each other. He dissects which anxieties drives our behavior to listen or not to listen etc. without coming of as a know it all.
Probably not for everyone because of the psych framing. But if that speaks to you, give it a try.
Overall: five out of five toasters.
1. It clearly explains the difference between a leader and a manager, and how those are 2 different roles
2. "Stewardship management" is so powerful that another book has been written about the application of that concept: "Turn the ship around"
I always evaluate everything about management to the previous 2 concepts.
Not explicitly related to management but good advice. I’ve seen too many people put in a position of power and become assholes. It destroys morale.
Edit: a non paywalled link https://www.qualitymanagementinstitute.com/images/hrsolution...
https://www.ribbonfarm.com/2009/10/07/the-gervais-principle-...
The reason I say this is that articles are usually 800-3,000 words, with a median around 1,200 words. I'd ask if you can really gain much depth or promote deep change in yourself based on a bunch of short pieces?
Meanwhile there are numerous private courses, conferences, research papers, and books that dive into these topics in much more greater depth which is likely to have a more lasting impact on your life.
I'd venture a guess that you want articles because they are easier and faster to read. They don't require much time or effort to go through and you can get a few quick hits of dopamine that make you artificially feel like you impacted your career. Leadership isn't something you're going to be able to learn with a couple listacles and blog posts. It's going to take a lot more time and dedication to get good at.
As others have mentioned. Management is easy. Leadership is hard.
I was initially quite reluctant even to read it, but I opened the link as it came from a quite notable friend.
I liked how these guys have summed up all the things that you can practice to become the top tech talent. (I am not sure top 1%) and what it means to be that.
Strengths finder 2.0 Rework Deep work Rick Rubins book Start with why
For each one I tried to extract the key point or Tl;Dr in the description.
And it's a book of his articles.
Also, you're asking asking HN - WTF!!!