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What it’s about

In 'Managing Humans,' veteran Silicon Valley engineering manager Michael Lopp, also known by his blogging pseudonym 'Rands,' offers a collection of biting and humorous tales drawn from his extensive experience at companies like Apple, Netscape, and Slack. This book is not a dry management textbook but a guide to the messy, unpredictable, and ultimately rewarding job of leading people who create technology. Lopp argues that the key to effective management is not about abstract processes or exerting authority, but about making genuine connections, understanding the unique motivations of each 'chaotic, beautiful snowflake' on your team, and navigating the complex human dynamics of engineering culture. Through relatable stories and practical advice, you'll learn how to run effective meetings, manage different personality types, survive reorgs, and build a healthy, productive team by choosing to be a human first and a manager second.

The through-line

Who it’s for

An engineering manager, or an engineer aspiring to management, who is technically competent and cares about building great products but is often frustrated and uncertain about how to handle the 'people problems'—the politics, communication breakdowns, and the challenge of motivating a diverse team of nerds.

The problem

Leading a team of engineers is chaotic and difficult; they struggle with running effective meetings, managing different personalities, navigating organizational politics, and keeping their team productive amidst deadlines and changing priorities. They feel uncertain, overwhelmed, and sometimes inadequate in the 'soft skills' part of their job. They fear they are becoming the 'evil,' out-of-touch manager they always dreaded and don't know how to build the trust and connection needed to truly lead their team.

The plan

1. Master the Management Quiver: Learn the fundamental tools of management, from running effective one-on-ones and meetings to understanding team dynamics like 'Stables vs. Volatiles'.
2. Embrace that the Process is the Product: Realize that how you build is as important as what you build, and learn to create healthy processes that capture your team's culture and values.
3. Understand the Versions of You: Learn to identify and lead the diverse personality types ('chaotic, beautiful snowflakes') that make up your team to keep them engaged, growing, and productive.

The payoff

Becoming a confident, respected leader who builds high-trust, highly productive teams. · Your team is engaged, innovative, and loyal because they know you see them as people and are invested in their growth. · Successfully shipping great products while enjoying your job and creating a healthy, low-drama culture.

See our guide

• Lead A Hardware / Deep-Tech Engineering Team →