Book
Engineering Leadership
What changes at each level, hiring and holding the bar, growing people and managing someone out, organisational design, running a distributed or GCC organisation, technical strategy, budget and headcount, and what each interview round actually tests.
For the Leadership archetypes, including the site and GCC roles — the distributed-organisation chapter is written for the Indian market specifically.
CHAPTER 1
What actually changes at each level
The most common leadership failure is doing the previous job well. This is what the new one is.
CHAPTER 2
Hiring, and holding the bar
The highest-leverage thing a leader does, and the one most often done under pressure.
CHAPTER 3
Growing people, and managing someone out
The two halves of the same skill. Most leaders are competent at one and avoid the other.
CHAPTER 4
Organisational design
The highest-leverage thing a director does, and the one that shows up as a delivery problem rather than a design one.
CHAPTER 5
Running a distributed and GCC organisation
Where most Indian engineering leadership actually happens, and the specific things that make it work or not.
CHAPTER 6
Technical strategy that is not a wish list
Most engineering strategy documents are a list of things the author likes. This is what makes one useful.
CHAPTER 7
Budget, headcount and making the case
Where engineering leadership is decided, and the language most engineers never learn.
CHAPTER 8
The leadership interview, round by round
What each stage is actually testing, and the stories to prepare.