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I'm glad you're finding it useful!

Regarding skipping, I can't recall anything that's counterproductive to read, but it's possible I skipped those parts, and, so, can't remember them. I wouldn't hesitate to jump into sections that seem especially relevant to your situation, and then jump back out.

In terms of parts to recommend, I thought Chapter 6 had especially practical/applicable content for me as a manager. Within that chapter, I felt that the "Counseling, Coaching, and Mentoring" section (beginning at section 6-52, through Table 6-3) is especially pertinent, as it laid out those particular roles and responsibilities far better than any of the internal resources I was given. The lines between those roles at startups are often muddy, if they're even laid out at all, and there's a lot of great work that senior engineers / tech leads can do to develop junior engineers they work with, outside the normal manager / IC dynamic.




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