Managing Humans : More Biting and Humorous Tales of a Software Engineering Manager

Part I -- 1: Don't Be A Prick -- 2: Managers Are Evil -- 3: Stables and Volatiles -- 4: The Rands Test -- 5: How to Run a Meeting -- 6: The Twinge -- 7: The Update, the Vent, and the Disaster -- 8: Lost in Translation -- 9: Agenda Detection -- 10: Management via Worry and Crisis -- 11: Dissecting the Mandate -- 12: Information Starvation -- 13: Subtlety, Subterfuge, and Silence -- 14: Your Mid-Year Leadership Check-in -- 15: Managementese -- 16: You're Not Listening -- 17: The Hotel Giraffe -- 18: Fred Hates the Off-Site -- 19: A Different Kind of DNA -- 20: An Engineering Mindset -- 21: Tear It Down -- 22: Titles Are Toxic -- 23: Saying No -- Part II -- 24: 1.0 -- 25: The Process Myth -- 26: How to Start -- 27: Taking Time to Think -- 28: Meetings are Not For You -- 29: The Value of the Soak -- 30: Capturing Context -- 31: Trickle Theory -- 32: When the Sky Falls -- 33: Hacking is Important -- 34: WFH -- 35: Entropy Crushers -- 36: Your Culture is Rotting -- 37: The Metronome -- Part III -- 38: Bored People Quit -- 39: Bellwethers -- 40: The Ninety-Day Interview -- 41: Managing Nerds -- 42: Incrementalists and Completionists -- 43: NADD -- 44: A Nerd in a Cave -- 45: Meeting Creatures -- 46: Organics and Mechanics -- 47: Inwards, Outwards, and Holistics -- 48: The Wolf -- 49: Free Electrons -- 50: The Old Guard -- 51: Rules for the Reorg -- 52: An Unexpected Connection -- 53: You are Going on a Quest -- 54: A Glimpse and a Hook -- 55: Nailing the Phone Screen -- 56: Your Resignation Checklist -- 57: Shields Down -- 58: Chaotic, Beautiful Snowflakes -- 59: Epilogue: Fear is a Liar -- Glossary.