You do not need to be the smartest person in the room.
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103 Rules / Leadership Series / 06You were promoted for being a very good engineer, and now the hardest problem on the team is how much of it depends on you: the designs waiting for your approval, the incidents that end with your phone ringing, and the system only you would dare to change.
103 Rules for Leading Engineers is for engineering managers, technical leads and heads of engineering who are answerable for how software gets built, released and run. In short, direct chapters it covers technical direction, architecture, code review, testing, releases, reliability, incidents, security and data, developer productivity, and working with coding assistants without losing your judgement. Again and again, it asks you to find out whether the things your team believes about its systems are true, before a customer finds out for you.
Engineering managers, technical leads and heads of software engineering.
Fix the system. Stop feeding the fire.
Recurring service and production work: demand, queues, capacity, standard work, quality, suppliers, operating cost and continuity.
Build something people would actually miss.
Product value and viability: customer problems, research, strategy, discovery, prioritisation, measurement, experiments, pricing and lifecycle.
