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The Art of Leadership: Small Things, Done Well 1st Edition
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Many people think leadership is a higher calling that resides exclusively with a select few who practice and preach big, complex leadership philosophies. But as this practical book reveals, what’s most important for leadership is principled consistency. Time and again, small things done well build trust and respect within a team.
Using stories from his time at Netscape, Apple, and Slack, Michael Lopp presents a series of small but compelling practices to help you build leadership skills. You’ll learn how to create teams that are highly productive, highly respected, and highly trusted. Lopp has been speaking and writing about this topic for over a decade and now maintains a Slack leadership channel with over 13,000 members.
The essays in this book examine the practical skills Lopp learned from exceptional leaders―as a manager at Netscape, a senior manager and director at Apple, and an executive at Slack. You’ll learn how to apply these lessons to your own experience.
- ISBN-101492045691
- ISBN-13978-1492045694
- Edition1st
- PublisherO'Reilly Media
- Publication dateJune 23, 2020
- LanguageEnglish
- Dimensions6 x 0.75 x 9 inches
- Print length195 pages
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Sharing the knowledge of experts
O'Reilly's mission is to change the world by sharing the knowledge of innovators. For over 40 years, we've inspired companies and individuals to do new things (and do them better) by providing the skills and understanding that are necessary for success.
Our customers are hungry to build the innovations that propel the world forward. And we help them do just that.
From the Publisher
How to Use This Book
There are two ways you can approach reading this book: randomly or linearly. Let’s talk random first.
Like in my previous books, many of the chapters of this book are standalone. Coming from decades of writing on my blog, I have a penchant for self-contained chapters. Each of the chapters of this book contains at least one small thing.
To help you pick a small thing, I provide a list in the introduction of all the small things contained within the book. If you're looking for help on a particular small thing, you can skim this list and jump to wherever inspiration strikes.
The linear path within this book provides a more narrative structure. The book is broken into three acts, with each section representing a key leadership stage in my career: manager, director, and executive.
Each of these sections begins with a very brief history of the company where I truly learned about the role—Netscape, Apple, and Slack, respectively. These openers also contain brief descriptions of the responsibilities of the leader as a manager, a director, and an executive.
For any given chapter, you might start it and think, “Good idea.” Or you might think, “Well, that’s dumb.” You have the mutant power of knowing the time without ever looking at a clock. I wish I did, but I don’t, so whenever I enter a meeting my first move is to move a clock to face me—this is because I want to respect both the human I’m meeting with and the human I’m meeting with next.
Skip a chapter if it doesn’t speak to you.
This book is a comprehensive list of small things I've compiled over three decades of leadership, but I’m not actively using all of them. As each company culture is different, so is each team, and each team member. 1:1s are nonnegotiable in my book, but in some company cultures every meeting starts five minutes late, no matter how many times I show up two minutes early.
The Engineering Leader | Leading Effective Engineering Teams | The Art of Leadership | The Engineering Executive's Primer | The Manager's Path | The Staff Engineer's Path | |
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What is it? | A practical guide to becoming a well-rounded, career-minded, and resilient engineering leader. | A research-backed guide to the essential principles, tips, and frameworks for building highly effective engineering teams. | A collection of short essays providing simple, memorable leadership acts and practices. | A primer on how to obtain your first executive job and quickly ramp up to meet the challenges you may not have encountered in non-executive roles. | A guide to successfully navigating the different steps involved in transitioning from engineer to manager. | A guide for growing as a technical expert and leader beyond the management track. |
What you'll learn | How to rethink career goals; tips on self-management; how to create healthy, diverse, and autonomous teams. | What traits relate to engineering effectiveness; how to build trust and accountability within your team; how the most effective engineering teams work. | How to uncover what's blocking your team, deal with information overload, find a mentor, delegate, find time for what matters, and much, much more. | How to get an executive job and what to do you in your first 90 days. How to run a planning process, conduct core meetings, create a tech strategy, and manage yourself effectively. | How to manage individuals, teams, multiple teams, and managers. How to be thoughtful about the culture of your engineering team. | How to understand your role, master strategic thinking, drive big projects, and make everyone around you better. |
Who is this book for? | Managers looking for a model for how to balance personal and team needs. | Technical leaders and managers who want to build effective software engineering teams. | Managers, directors, and executives looking to improve their leadership acumen. | Anyone in an engineering executive role, or anyone attempting to reach their first executive role. | New or aspiring managers who need to get situated in their new role and learn, for the first time, how to lead teams. | Staff and principal engineers looking to better understand and grow in their roles. |
Who else is it for? | Aspiring managers and individual contributors who want a better understanding of how things work. | Individual contributors who want evidence-based guidance to improve their effectiveness. | Anyone looking to develop their leadership skills. | Anyone trying to better understand the engineering executive they work with. | Experienced managers looking for guidance on how to deal with common problems in engineering management. | Junior engineers interested in career growth on the individual contributor track. |
Editorial Reviews
About the Author
Michael has written three books. His first book “Managing Humans, 3rd Edition” is a popular guide to the art of engineering leadership and clearly explains that while you will be rewarded for what you build, you will only be successful because of your people. His second book “Being Geek” is a career handbook for geeks and nerds alike. Michael’s third book, Small Things, Done Well, explains how focusing on the small parts of leadership is critical to becoming a better leader. Michael rides gravel bikes, wonders about semicolons, drinks red wine, and tries to understand how forests work amongst the redwoods of Northern California because curiosity is how you grow.
Product details
- Publisher : O'Reilly Media; 1st edition (June 23, 2020)
- Language : English
- Paperback : 195 pages
- ISBN-10 : 1492045691
- ISBN-13 : 978-1492045694
- Item Weight : 12.8 ounces
- Dimensions : 6 x 0.75 x 9 inches
- Best Sellers Rank: #258,788 in Books (See Top 100 in Books)
- #644 in Job Hunting & Career Guides
- #2,306 in Business Management (Books)
- #3,069 in Leadership & Motivation
- Customer Reviews:
About the author
Michael Lopp is a veteran Silicon Valley-based engineering leader who builds both people and product at historic companies such as Borland, Netscape, Palantir, Pinterest, Slack, and Apple. While he's not deeply worrying about staying relevant, he writes about backpacks, bridges, people, leadership, and werewolves at the popular weblog Rands in Repose. He currently works at Apple on "things."
Michael has three books. His first book "Managing Humans, 4th Edition" is a popular guide to the art of engineering leadership and clearly explains that while you will be rewarded for what you build, you will only be successful because of your people. His second book, "Being Geek" is a career handbook for geeks and nerds alike. Michael's third book, "The Art of Leadership: Small Things, Done Well" was published in June of 2020.
Michael rides bikes in the mountains, splits wood, and drinks red wine amongst the redwoods of Northern California because staying sane is more important than staying busy.
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Top reviews from the United States
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If you, like me, have been reading the blog Rands in Repose for many a year -- or whether you're completely new to the mind of Rands -- a.k.a. Michael Lopp, you're in for a treat. I've been following the blog for something verging on 15 years but every "small thing" in this book is brand new.
The "small things" are like finely crafted gemstones -- faceted and polished to focus their light of wisdom. Each small thing manages to capture and distill an “unspoken truth” about what makes effective management and leadership (as well as the difference between them!)
The prose is direct, honest, and warm. Think of an old friend or mentor offering you advice for different stages of your career. The author spans the range: starting out as a manager, to a manager of managers (director), to a manager of manager of managers (executive). The description of the New Manager Death Spiral (Small Thing 9) is eerily accurate and worth the price of the book alone. The insights into and explanations of the thoughts and worries of directors (Delegate Until It Hurts, Small Thing 11) and executives (why they always seem to be fire-fighting and How to Build a Rumor, Small Thing 24) are incredibly valuable, whether you’re an executive or whether, like most, you (eventually) roll up and report into one.
There is much to learn from in this book -- it can be read straight through, but it also demands to be returned to, drawn upon in the movements when the poignant lesson of one of its “small things” might just what is needed.
Michael is a clever writer, self deprecating and witty. I’ve highlighted many passages!
It looked as if he had a few good points to make but what I found beyond was just ramblings and he comes across as a total jerk...
Top reviews from other countries
It takes you from Individual Contributor to Manager, Director and Executive, covering the changing roles and how they differ as the span of control grows.
It covers pitfalls (New Manager Death Spiral) and sometimes unexpected areas of focus (when recruiting, spend an hour per day per open role). Communication is a key theme, whether that's how to hold effective 1-2-1s, to say the hard thing or how to communicate difficult change through a large org. It recognises that you'll be bad at each of these roles for at least a few years until you master them, so embrace failures, learn from them and growth through the experience.
If you already follow Rands, then you'll be familiar with a lot of this content from his excellent blog. The book takes this to a next level, grouping, ordering and curating a common set of advice that is important for all leaders.
You'll read it fast, read it again slowly and then dip in again and again as time passes and you hit fresh challenges.