Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Larson treats engineering management as a systems problem. Covers team sizing and the four states a team can be in, how to run an organisation through growth, technical migrations, career ladders and performance calibration, and …
Adkins covers the coaching side of the Scrum Master role in depth. Works through the mindset shift from expert to coach, then the stances of teacher, mentor, problem solver, conflict navigator, collaboration conductor and coach.
The authors argue that every hard conversation is really three conversations happening at once, one about what happened, one about feelings, and one about identity.
A book about product leadership rather than product work. Cagan and Jones argue that the difference between strong and weak product organisations lies in the manager's job of coaching and staffing, and they spend most of the book on those two duties.
Thomke studied experimentation programmes at companies including Booking.com, Microsoft and Amazon, and wrote about what turns testing into a capability rather than an occasional activity.
Grove ran Intel and wrote a management book grounded in production thinking, opening with a breakfast factory to explain limiting steps, capacity and quality control.
Pichler's book on leading without authority. Covers the mindset shift, listening and empathy as working tools, guiding stakeholders and development teams towards decisions, handling conflict, and the specific practices for collaborative decision making including consent and consensus.
Cohen and Bradford model influence as exchange, arguing that you obtain cooperation by trading things the other person values rather than by holding power over them.
Kotter's eight stage process for organisational change, drawn from studying transformations that stalled alongside ones that held. The stages run from establishing urgency and building a guiding coalition, through creating and …
Berkun ran projects at Microsoft on Internet Explorer and Windows, and wrote about the parts of the job that are judgement rather than method. Chapters cover writing a vision document, working out what to do, making decisions on …
Bridges separates change, which is external and can be announced on a date, from transition, which is the internal process people go through and cannot be skipped.
Abbajay treats the relationship with your manager as something you are responsible for shaping rather than something you simply receive. The first part is about diagnosing your boss across styles covering how they take in …
Doerr's account of Objectives and Key Results, drawn from Intel and applied at Google and elsewhere. Objectives are qualitative and directional while key results are numerical and time bound.
Niven and Lamorte wrote the implementation manual for OKRs rather than the argument for adopting them. The book covers writing objectives and key results that hold up under scrutiny, the difference between committed and …
DeMarco and Lister argue that most projects fail for sociological reasons rather than technical ones, and they spend the book on the conditions that let people think.