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"What if you could learn the secrets of self-managing teams like the best ones you hear about in tech startups? And what if you could learn them through a simple and compelling story about someone like you who is dealing with familiar challenges every day? And what if you could learn them from someone who has spent decades practicing, learning, and teaching these principles to those great teams? That's exactly what you'll get in Christina Wodtke's tour de force, The Team that Managed Itself." -- Bruce McCarthy, Founder, Product Culture An Actionable Leadership Book in the Form of a Fable In The Team That Managed Itself, Christina Wodtke teaches leaders how to build and lead high performing teams based on her long career in the trenches in Silicon Valley. Her book is engaging, actionable--and built around a story you'll want to read. After her boss leaves suddenly, Allie finds herself responsible for the casual gaming titan Quiltworld and the dozens of people working on the highly dysfunctional team. Can Allie learn to competently hire, fire, and give feedback in time to make the product's big sales goals? Or will the team, the buggy code, and the beloved game fall apart while Allie's job goes up in smoke? Learn to lead the team along with Allie as she tackles one challenge after another while the clock ticks down. How do you build the right team and choose the goals to pull them to greatness, even if you're dealing with a toxic environment? How do you keep your people moving in the right direction without burning out or burning it all down? As Allie finds out, even in the face of overwhelming pressure it's about setting expectations, giving good feedback, checking in against goals, and learning as a team... Leading so well that your team learns to manage itself? That's no fable. Learn how from Christina Wodtke. --- "In this new book, Christina has tackled what I consider the most important problem in the tech industry. Only a small fraction of product teams are working at their potential, and while there are many reasons, this is the responsibility of management, or the lack thereof. People that care enough to provide the level of coaching to help their people become first competent, and then exceptional at their craft." --Marty Cagan, Silicon Valley Product Group "The simplicity of Christina's techniques and canvases is very powerful. Buy this book if you want to accelerate your team through the storming-norming-performing curve. Her suggested approach for team member feedback is worth the price of the book alone." -- Richard Atherton, Partner, First Human… (plus d'informations)
Best combo of a fable and how-to manual for managers.
I dislike fable books. I find them too simplistic. I dislike fiction in general because I find it hard to connect with the characters. This book proved me wrong on both counts. The fable was nuanced and the characters engaging. THEN the last half of the book was a manual with models, diagrams and explanations of how to apply all the things the main character did in the fable part.
I had been taking notes in the fable part, then the authors give you all the good stuff and much more in the second part of the book. They cover models for (in no particular order) these things:
- Managers job = hiring, firing & coaching in between. - How to do 1 on 1 meetings - Some great tips on using OKRs properly. - A model for how to give Feedback - and it isn't the sh*t sandwich. - The GROW model for coaching - Team building: Goals, Roles, Norms - A great way to develop job descriptions - Some advice on performance reviews - Empathy map & 360 visual evaluation - How to pull off some of the touchy-feely stuff from T-groups.
My biggest gripe is with the title. I firmly believe that the idea of self-management is a false hope. Managers serve two functions: to help people do their work better and to integrate / align their work into the over-all direction of the larger organization. This book focuses on the first of those, and doesn't really get into the second. That may be because it is heavily focused on the role of a typical mid level manager in a tech company.
This is a very dense, useful, and also readable and practical book. It's for anyone who wants to learn how to be a better manager and is willing to put in the time and self reflection that managing other people requires. It's great to see so much practical wisdom all in one place. ( )
Références à cette œuvre sur des ressources externes.
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▾Descriptions de livres
"What if you could learn the secrets of self-managing teams like the best ones you hear about in tech startups? And what if you could learn them through a simple and compelling story about someone like you who is dealing with familiar challenges every day? And what if you could learn them from someone who has spent decades practicing, learning, and teaching these principles to those great teams? That's exactly what you'll get in Christina Wodtke's tour de force, The Team that Managed Itself." -- Bruce McCarthy, Founder, Product Culture An Actionable Leadership Book in the Form of a Fable In The Team That Managed Itself, Christina Wodtke teaches leaders how to build and lead high performing teams based on her long career in the trenches in Silicon Valley. Her book is engaging, actionable--and built around a story you'll want to read. After her boss leaves suddenly, Allie finds herself responsible for the casual gaming titan Quiltworld and the dozens of people working on the highly dysfunctional team. Can Allie learn to competently hire, fire, and give feedback in time to make the product's big sales goals? Or will the team, the buggy code, and the beloved game fall apart while Allie's job goes up in smoke? Learn to lead the team along with Allie as she tackles one challenge after another while the clock ticks down. How do you build the right team and choose the goals to pull them to greatness, even if you're dealing with a toxic environment? How do you keep your people moving in the right direction without burning out or burning it all down? As Allie finds out, even in the face of overwhelming pressure it's about setting expectations, giving good feedback, checking in against goals, and learning as a team... Leading so well that your team learns to manage itself? That's no fable. Learn how from Christina Wodtke. --- "In this new book, Christina has tackled what I consider the most important problem in the tech industry. Only a small fraction of product teams are working at their potential, and while there are many reasons, this is the responsibility of management, or the lack thereof. People that care enough to provide the level of coaching to help their people become first competent, and then exceptional at their craft." --Marty Cagan, Silicon Valley Product Group "The simplicity of Christina's techniques and canvases is very powerful. Buy this book if you want to accelerate your team through the storming-norming-performing curve. Her suggested approach for team member feedback is worth the price of the book alone." -- Richard Atherton, Partner, First Human
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Aucune description trouvée dans une bibliothèque
▾Description selon les utilisateurs de LibraryThing
I dislike fable books. I find them too simplistic. I dislike fiction in general because I find it hard to connect with the characters. This book proved me wrong on both counts. The fable was nuanced and the characters engaging. THEN the last half of the book was a manual with models, diagrams and explanations of how to apply all the things the main character did in the fable part.
I had been taking notes in the fable part, then the authors give you all the good stuff and much more in the second part of the book. They cover models for (in no particular order) these things:
- Managers job = hiring, firing & coaching in between.
- How to do 1 on 1 meetings
- Some great tips on using OKRs properly.
- A model for how to give Feedback - and it isn't the sh*t sandwich.
- The GROW model for coaching
- Team building: Goals, Roles, Norms
- A great way to develop job descriptions
- Some advice on performance reviews
- Empathy map & 360 visual evaluation
- How to pull off some of the touchy-feely stuff from T-groups.
My biggest gripe is with the title. I firmly believe that the idea of self-management is a false hope. Managers serve two functions: to help people do their work better and to integrate / align their work into the over-all direction of the larger organization. This book focuses on the first of those, and doesn't really get into the second. That may be because it is heavily focused on the role of a typical mid level manager in a tech company.
This is a very dense, useful, and also readable and practical book. It's for anyone who wants to learn how to be a better manager and is willing to put in the time and self reflection that managing other people requires. It's great to see so much practical wisdom all in one place. ( )