Debugging Teams by Fitzpatrick, Brian W. -- Read -- Imperial Library of Trantor

Index

Mission Statement Acknowledgments

From Fitz From Ben About the Authors

Foreword to the Second Edition Introduction

Who Is This Book For?

Warning: This Is Not a Technical Manual The Contents of This Book Are Not Taught in School

The Pitch

1. The Myth of the Genius Programmer

Help Me Hide My Code The Genius Myth Hiding Is Considered Harmful It’s All About the Team The Three Pillars HRT in Practice

Lose the Ego Learn to Both Deal Out and Handle Criticism Fail Fast and Iterate Leave Time for Learning Learn Patience Be Open to Influence

Next Steps

2. Building an Awesome Team Culture

What Is Culture? Why Should You Care? Culture and People Communication Patterns of Successful Cultures High-Level Synchronization

The Mission Statement—No, Really Efficient Meetings Working in a “Geographically Challenged” Team Design Docs

Day-to-Day Discussions

Mailing Lists Online Chat

Using an Issue Tracker Communication as Part of Engineering

Code Comments Putting Your Name on Your Work Require Code Reviews for Every Commit Have Real Test and Release Processes

It Really Is About Your Product, After All

3. Every Boat Needs a Captain

Nature Abhors a Vacuum Manager Is a Four-Letter Word

“Leader” Is the New “Manager” The Only Thing to Fear Is…Well, Everything

The Servant Leader Antipatterns

Antipattern: Hire Pushovers Antipattern: Ignore Low Performers Antipattern: Ignore Human Issues Antipattern: Be Everyone’s Friend Antipattern: Compromise the Hiring Bar Antipattern: Treat Your Team Like Children

Leadership Patterns

Lose the Ego Be a Zen Master Be a Catalyst Failure Is an Option Be a Teacher and a Mentor Set Clear Goals Be Honest Track Happiness Other Tips and Tricks

People Are Like Plants Intrinsic Versus Extrinsic Motivation Final Thoughts

4. Dealing with Poisonous People

Defining “Poisonous” Fortifying Your Team Identifying the Threat

Lack of Respect for Other People’s Time Ego Entitlement Immature or Confusing Communication Paranoia Perfectionism

Repelling the Poison

Redirect the Energy of Perfectionists Don’t Feed the Energy Creature Don’t Get Overly Emotional Look for Facts in the Bile Repel Trolls with Niceness Know When to Give Up Focus on the Long Term

A Final Thought

5. The Art of Organizational Manipulation

The Good, the Bad, and the Strategies How Things Ought to Be

The Ideal Employee Experience

How Things Usually Are

The Bad Manager The Office Politician The Bad Organization

Manipulating Your Organization

“It’s Easier to Ask for Forgiveness Than Permission”6 If You Can’t Take the Path, Make the Path Learn to Manage Upward Luck and the Favor Economy Your Political Bank Account Get Promoted to a Position of Safety Seek Powerful Friends How to Ask a Busy Executive for Anything…via Email

Plan B: Get Out All Is Not Lost

6. Users Are People, Too

Managing Public Perception

Pay Attention to First Impressions Underpromise and Overdeliver Work with Industry Analysts Respectfully

How Usable Is Your Software?

Choose Your Audience Consider Barrier to Entry Measure Usage, Not Users

Design Matters

Put the User First Speed Matters Don’t Try To Be All Things Hide Complexity

Managing Your Relationship with Users

Respect Users’ Intelligence Be Patient Create Trust and Delight

Remember the Users

A. Epilogue

A Final Thought

B. Further Reading Index

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