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Engineering Manager's Handbook

You're reading from   Engineering Manager's Handbook An insider's guide to managing software development and engineering teams

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Product type Paperback
Published in Sep 2023
Publisher Packt
ISBN-13 9781803235356
Length 278 pages
Edition 1st Edition
Concepts
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Author (1):
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Morgan Evans Morgan Evans
Author Profile Icon Morgan Evans
Morgan Evans
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Table of Contents (24) Chapters Close

Preface 1. Part 1: The Case for Engineering Management
2. Chapter 1: An Introduction to Engineering Management FREE CHAPTER 3. Chapter 2: Engineering Leadership Styles 4. Chapter 3: Common Failure Modes for New Engineering Managers 5. Part 2: Engineering
6. Chapter 4: Leading Architecture 7. Chapter 5: Project Planning and Delivery 8. Chapter 6: Supporting Production Systems 9. Part 3: Managing
10. Chapter 7: Working Cross-Functionally 11. Chapter 8: Communicating with Authority 12. Chapter 9: Assessing and Improving Team Performance 13. Chapter 10: Fostering Accountability 14. Chapter 11: Managing Risk 15. Part 4: Transitioning
16. Chapter 12: Resilient Leadership 17. Chapter 13: Scaling Your Team 18. Chapter 14: Changing Priorities, Company Pivots, and Reorgs 19. Part 5: Long-Term Strategies
20. Chapter 15: Retaining Talent 21. Chapter 16: Team Design and More 22. Index 23. Other Books You May Enjoy

Principles of communication

There are numerous writings and studies on how to communicate effectively. Our focus is on what aspects of communication are important for engineering managers to understand and master. To understand what we need to know about communication to produce the best outcomes, let’s examine how and why we set expectations, assume the best, say no with care, have an audience perspective, maintain authenticity, and give feedback with radical candor.

Setting expectations

The underlying cause of most frustration and conflict can be traced back to an expectation mismatch. In other words, when what we believe turns out to be false or is not upheld by those around us, it is almost always an upsetting moment. For example, if you believe elevator riders should be given room to exit before new riders get on and other riders don’t respect that expectation, you are likely to be annoyed by the exchange because your expectations are not being upheld. In these...

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