Ask HN: What are the best articles on managing people?

I’m reading some articles on managing people all the time (mostly from Software Lead Weekly newsletter). And recently, I’ve opened Armstrong’s Handbook of Human Resource Management Practice to read a few chapters on a problem I’m facing at work.<p>And WOW a proper book on the topic is SOOO much better than any random article that I find, be it from SWLW, HN, Reddit, or any other source. Articles and posts are easy to like when I already agree with their premise. But the depth of a proper book, from a real source of authority and not some random person online, looking at the problem from multiple points, that’s so much more insightful and useful.<p>So instead of hunting for best articles, I would 100% recommend getting Armstrong, or some textbook. Or at least High Output Management as other comment suggested, or some other well known and well regarded book. But Armstrong in particular can give you very deep understanding of most aspects of people management, plus it’s up-to-date.

I think Peopleware deserves a mention:<p><a href="https:&#x2F;&#x2F;en.m.wikipedia.org&#x2F;wiki&#x2F;Peopleware:_Productive_Projects_and_Teams" rel="nofollow">https:&#x2F;&#x2F;en.m.wikipedia.org&#x2F;wiki&#x2F;Peopleware:_Productive_Proje...</a>

The Set-Up-To-Fail Syndrome (<a href="https:&#x2F;&#x2F;hbr.org&#x2F;1998&#x2F;03&#x2F;the-set-up-to-fail-syndrome" rel="nofollow">https:&#x2F;&#x2F;hbr.org&#x2F;1998&#x2F;03&#x2F;the-set-up-to-fail-syndrome</a>) is a great resource for how to handle situations where you feel an employee is underperforming.

Online articles will be insufficient. Instead, find the right people.<p>First understand that management is administrative: accountability, task completion, retention, hiring. Leadership is direction, purpose, and motivation. The concepts are not related. Leaders own things and take risks. Managers balance spreadsheets. If you are an extreme introvert or find it difficult to be assertive you have a tremendous amount of catching up to do.<p>Secondly, your best source of knowledge is experience from people with proven delivery. Find them and ask them tough questions. Compare yourself to your managerial peers to determine if you are developing appropriately or if you are sucking. Do not look to your peers or the public for leadership guidance as they will set you up to fail, especially in software. If you really want to become a solid manager look for harsh criticism from the leaders you work for AND a path forward.<p>Finally, pay close attention to the measures and metrics of your staff. Such measures will include staff retention, speed of delivery, product performance, and so forth.<p>To help jump start your journey here is leadership according to the US Army: ADP 6-22, <a href="https:&#x2F;&#x2F;armypubs.army.mil&#x2F;ProductMaps&#x2F;PubForm&#x2F;Details.aspx?PUB_ID=1007609" rel="nofollow">https:&#x2F;&#x2F;armypubs.army.mil&#x2F;ProductMaps&#x2F;PubForm&#x2F;Details.aspx?P...</a>

Bizarrely, I found the book Corps Business, by Freedman, to be useful. It&#x27;s about how the US Marine Corps thinks about leadership. No, he doesn&#x27;t tell you to shout at people. But he does show how they lead in more difficult circumstances than most of us will ever encounter, and how they help people from wildly different backgrounds work together.<p>Speaking of learning from people with completely different perspectives, if you want to learn about public speaking, read Do You Talk Funny?, by Nihill. The thesis is that good standup comedians are the best public speakers, and that we can learn their techniques. Much of what they do well has nothing to do with being funny.

Go to your nearest retirement home. Sit down and strike up a conversation with someone there. Genuinely listen to them and show interest in what they have to say. When you leave reflect on the vast loneliness of society and how one person can impact another with even the smallest of gestures.<p>Thats the most succinct advice I have on being a better manager. Not a self-indulgent medium article.

I&#x27;m a big fan of Turn the Ship Around! By L. David Marquet as fun read that shows what some good leadership can do by pushing responsibility to the lowest appropriate level in an organisation.<p><a href="https:&#x2F;&#x2F;davidmarquet.com&#x2F;turn-the-ship-around-book&#x2F;" rel="nofollow">https:&#x2F;&#x2F;davidmarquet.com&#x2F;turn-the-ship-around-book&#x2F;</a><p>The anecdotes are good fun. I&#x27;ve not used it specifically as a model but I like the general principles it represents.

Not an article, but I do frequently recommend the following:<p>Multipliers - an excellent book on how to avoid becoming a stereotypical bad boss. Chapters are easy to read independently and have great summaries at the end.<p>Crucial Conversations - good for both professional and personal conversations. Learn how to have a difficult conversation without burning down the relationship.<p>Finally, look up SOON (acronym) for when someone you manage comes to you seeking guidance.

High output management (Andy Grove) is a classic that I&#x27;ve found a lot of value from over the years — written in the 80s and shows its age here and there, but otherwise good for the fundamentals: <a href="https:&#x2F;&#x2F;www.amazon.com&#x2F;High-Output-Management-Andrew-Grove&#x2F;dp&#x2F;0679762884" rel="nofollow">https:&#x2F;&#x2F;www.amazon.com&#x2F;High-Output-Management-Andrew-Grove&#x2F;d...</a>

15 years ago, RandsInRepose.com wrote a lot of interesting blog posts on management, and then turned them into books: <a href="https:&#x2F;&#x2F;randsinrepose.com&#x2F;archives&#x2F;" rel="nofollow">https:&#x2F;&#x2F;randsinrepose.com&#x2F;archives&#x2F;</a>

Really recommend The Manager&#x27;s Path by Camille Fournier<p>I find it&#x27;s really more a practical guide, less so a &quot;recipe of success&quot; that other self-help tend to be.<p><a href="https:&#x2F;&#x2F;www.amazon.com&#x2F;Managers-Path-Leaders-Navigating-Growth&#x2F;dp&#x2F;1491973897" rel="nofollow">https:&#x2F;&#x2F;www.amazon.com&#x2F;Managers-Path-Leaders-Navigating-Grow...</a>

Not an article but this oft-linked HN comment from Slava Akhmechet is very accurate about how subordinates&#x27; motives can sabotage your intended goals and objectives : <a href="https:&#x2F;&#x2F;news.ycombinator.com&#x2F;item?id=18003253">https:&#x2F;&#x2F;news.ycombinator.com&#x2F;item?id=18003253</a>

<a href="https:&#x2F;&#x2F;hbr.org&#x2F;2023&#x2F;02&#x2F;what-is-psychological-safety" rel="nofollow">https:&#x2F;&#x2F;hbr.org&#x2F;2023&#x2F;02&#x2F;what-is-psychological-safety</a><p><a href="https:&#x2F;&#x2F;www.slideshare.net&#x2F;dberkholz&#x2F;assholes-are-killing-your-project" rel="nofollow">https:&#x2F;&#x2F;www.slideshare.net&#x2F;dberkholz&#x2F;assholes-are-killing-yo...</a> (video at <a href="https:&#x2F;&#x2F;www.youtube.com&#x2F;watch?v=wE_SpIdIGK4" rel="nofollow">https:&#x2F;&#x2F;www.youtube.com&#x2F;watch?v=wE_SpIdIGK4</a>)

As others have noted Peopleware is a good book as is Slack by the same author. Slack will likely conflict with the philosophy of PMP focused organizations but it&#x27;s very relevant. I strongly discourage relying on the many popular management books like &quot;5 dysfunctions of a team&quot;. Sorry the all knowing CEO doesn&#x27;t exist and as a manager, you won&#x27;t know all the answers either. Personally, books focused on team empowerment, e.g., books on scrum, The Toyota Way, etc. are probably more helpful. Management, as far too few recognize, is about team empowerment and staff development. It&#x27;s not about you and being the boss.

<a href="https:&#x2F;&#x2F;ssir.org&#x2F;articles&#x2F;entry&#x2F;the_bias_of_professionalism_standards" rel="nofollow">https:&#x2F;&#x2F;ssir.org&#x2F;articles&#x2F;entry&#x2F;the_bias_of_professionalism_...</a> is an interesting one to ponder, if you can avoid being triggered by the nomenclature. It speaks specifically to white supremacy in the workplace, but can be broadly applied to other biases which might affect one&#x27;s ability to manage a team successfully. Even more broadly, it suggests a framework for analyzing one&#x27;s response to aspects of a coworker&#x27;s behavior or presentation that might not be directly applicable to their performance. For example, do you think Hypothetical Ted is dressed in an unacceptably unprofessional manner because he actually is, or are you just unable to consider someone who&#x27;s overweight anything but slovenly? (Per the word of several large and highly-competent friends, people like that are out there.)

Douglas Southall Freeman, <i>On Leadership</i>, especially the lecture he called “Old Number One”.<p>I can’t find it online now, though the whole book is on archive.org. Here’s a good summary:<p><a href="https:&#x2F;&#x2F;uncomn.com&#x2F;leadership-part-1-lessons-from-douglas-southall-freeman&#x2F;" rel="nofollow">https:&#x2F;&#x2F;uncomn.com&#x2F;leadership-part-1-lessons-from-douglas-so...</a>

It isn&#x27;t directly about managing people 1:1, but probably the one that most helped inform my views on people management and organizational culture was the original Netflix culture deck<p><a href="https:&#x2F;&#x2F;www.slideshare.net&#x2F;reed2001&#x2F;culture-1798664" rel="nofollow">https:&#x2F;&#x2F;www.slideshare.net&#x2F;reed2001&#x2F;culture-1798664</a>

Books are going to be better than articles because you can dive deep into topics and you know it isn&#x27;t written for SEO, clickbait, selling some silver bullet process or ad revenue. I&#x27;ll recommend two to learn good practices from and then two that will help learn to recognize horrible practices. You&#x27;re likely to run into horrible management at some point and its good to recognize dog shit before you step in it.<p>* Peopleware, Demarco &amp; Lister<p>* Rands - anything&#x2F;everything he has written. Start with Managing Humans.<p>* The 5 dysfunctions of a team, Lencioni<p>* Gervais Principle (broke my rule, its a set of articles about The Office) <a href="https:&#x2F;&#x2F;www.ribbonfarm.com&#x2F;2009&#x2F;10&#x2F;07&#x2F;the-gervais-principle-or-the-office-according-to-the-office&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.ribbonfarm.com&#x2F;2009&#x2F;10&#x2F;07&#x2F;the-gervais-principle-...</a>

Just a meta-comment - if you&#x27;re new to all this, it&#x27;s good to know that management != leadership. If you&#x27;re starting out, you&#x27;ll want to learn both, and you&#x27;ll need both.<p>More practically, here&#x27;s a fun blog where you can ask specific questions: <a href="https:&#x2F;&#x2F;www.askamanager.org&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.askamanager.org&#x2F;</a>

<a href="https:&#x2F;&#x2F;review.firstround.com&#x2F;" rel="nofollow">https:&#x2F;&#x2F;review.firstround.com&#x2F;</a> is great, too (not 100% leadership&#x2F;management)

As a new manager I found the Chester Nimitz quote: “When you&#x27;re in command, command.”<p>I.e. it&#x27;s now your job to lead. Do it, and take responsibility for doing it.<p>Also:<p>The Manager&#x27;s Path by Camille Fournier Released March 2017 Publisher(s): O&#x27;Reilly Media, Inc. ISBN: 9781491973899

&quot;You manage things, you lead people. We went overboard on management and forgot about leadership.&quot; [0, 1] - Rear Admiral Grace Hopper, USN<p>0: <a href="https:&#x2F;&#x2F;en.wikiquote.org&#x2F;wiki&#x2F;Grace_Hopper" rel="nofollow">https:&#x2F;&#x2F;en.wikiquote.org&#x2F;wiki&#x2F;Grace_Hopper</a> 1: <a href="https:&#x2F;&#x2F;www.cs.yale.edu&#x2F;homes&#x2F;tap&#x2F;Files&#x2F;hopper-wit.html" rel="nofollow">https:&#x2F;&#x2F;www.cs.yale.edu&#x2F;homes&#x2F;tap&#x2F;Files&#x2F;hopper-wit.html</a>

By Adm. Rickover <a href="https:&#x2F;&#x2F;govleaders.org&#x2F;rickover.htm" rel="nofollow">https:&#x2F;&#x2F;govleaders.org&#x2F;rickover.htm</a> <a href="https:&#x2F;&#x2F;www.powermag.com&#x2F;blog&#x2F;hyman-rickover-on-nuclear-designs&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.powermag.com&#x2F;blog&#x2F;hyman-rickover-on-nuclear-desi...</a> Books The Never-Ending Challenge of Engineering: Admiral H.G. Rickover in His Own Words The Rickover Effect: How One Man Made a Difference

I haven&#x27;t been super thrilled with a lot of stuff, but I have found that I&#x27;ve enjoyed Joel Spolky&#x27;s stuff[0], in general. I don&#x27;t think he&#x27;s that popular, hereabouts.<p>For example, his book <i>Smart and Gets Things Done</i>[1] is great.<p>Although not <i>management</i>, <i>per se</i>, Steve McConnell&#x27;s stuff[2] has been of invaluable assistance, in my career. He talks about Quality Process, and that&#x27;s the kind of stuff that managers should (IMO) know and enforce. Again, I don&#x27;t think folks, hereabouts, have much love for him.<p>His book, <i>Rapid Development</i>[3], was a watershed, in my development.<p>[0] <a href="https:&#x2F;&#x2F;www.joelonsoftware.com" rel="nofollow">https:&#x2F;&#x2F;www.joelonsoftware.com</a><p>[1] <a href="https:&#x2F;&#x2F;www.joelonsoftware.com&#x2F;2007&#x2F;06&#x2F;05&#x2F;smart-and-gets-things-done&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.joelonsoftware.com&#x2F;2007&#x2F;06&#x2F;05&#x2F;smart-and-gets-thi...</a><p>[2] <a href="https:&#x2F;&#x2F;stevemcconnell.com" rel="nofollow">https:&#x2F;&#x2F;stevemcconnell.com</a><p>[3] <a href="https:&#x2F;&#x2F;www.microsoftpressstore.com&#x2F;store&#x2F;rapid-development-9780735691490" rel="nofollow">https:&#x2F;&#x2F;www.microsoftpressstore.com&#x2F;store&#x2F;rapid-development-...</a>

The Mochary Method is a google doc that has been making its rounds for awhile. It&#x27;s not the most visually stunning set of guidelines to read but the content is excellent.<p><a href="https:&#x2F;&#x2F;docs.google.com&#x2F;document&#x2F;d&#x2F;18FiJbYn53fTtPmphfdCKT2TMWH-8Y2L-MLqDk-MFV4s&#x2F;edit" rel="nofollow">https:&#x2F;&#x2F;docs.google.com&#x2F;document&#x2F;d&#x2F;18FiJbYn53fTtPmphfdCKT2TM...</a>

There are a lot of great newsletters nowadays about People Management and Engineering Leadership. I&#x27;m subscribed to a dozen of them in Substack. I left here mine as it&#x27;s about Engineering Leadership and Management: <a href="https:&#x2F;&#x2F;rafapaez.substack.com&#x2F;" rel="nofollow">https:&#x2F;&#x2F;rafapaez.substack.com&#x2F;</a>

“Managing in Mayberry: an Examination of Three Distinct Leadership Styles” by Don Gray and Dan Starr.<p><a href="https:&#x2F;&#x2F;www.donaldegray.com&#x2F;managing-in-mayberry-an-examination-of-three-distinct-leadership-styles&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.donaldegray.com&#x2F;managing-in-mayberry-an-examinat...</a>

I used to tell all of my new lead or new manager reports to start with Rands. I even offered to buy them a set of my favorite books - a couple rands, High Output management, manager&#x27;s path, etc.<p>There are some fantastic other suggestions in comments though, and it looks like all my suggestions already accounted for.

I got a lot of value from this post related to growth for ICs: <a href="https:&#x2F;&#x2F;www.honeycomb.io&#x2F;blog&#x2F;engineering-levels-at-honeycomb" rel="nofollow">https:&#x2F;&#x2F;www.honeycomb.io&#x2F;blog&#x2F;engineering-levels-at-honeycom...</a>

I had a lot of trouble with this in my early 20s. Everything I read was bullshit.<p>There are two important distinctions: how you manage mediocre workers you didn&#x27;t hire, and how you manage good workers. The former will require 98% of the effort of the latter, and will give you a fraction of the same results. If you are running a tech company, the former will probably prevent you from ever running things well or smoothly. The former can include people who don&#x27;t show up for work, but it can also include high IQ people who are constantly screwing around and coming up with elaborate excuses. The best way to manage those people is to fire them as fast as possible.<p>For managing the former, let them get their work done and don&#x27;t do stupid shit that impairs it. If you can&#x27;t figure that out yourself, you shouldn&#x27;t be a manager.<p>There, I just saved you 10,000 hours of reading.

Joel Spolsky <a href="https:&#x2F;&#x2F;www.joelonsoftware.com&#x2F;2006&#x2F;08&#x2F;07&#x2F;three-management-methods-introduction&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.joelonsoftware.com&#x2F;2006&#x2F;08&#x2F;07&#x2F;three-management-m...</a>

<a href="https:&#x2F;&#x2F;pnewman.org&#x2F;engineering_mgmt_checklist.txt" rel="nofollow">https:&#x2F;&#x2F;pnewman.org&#x2F;engineering_mgmt_checklist.txt</a> is about the best signal&#x2F;noise ratio I have seen.

I enjoy the readings from <a href="https:&#x2F;&#x2F;managinghumans.com&#x2F;" rel="nofollow">https:&#x2F;&#x2F;managinghumans.com&#x2F;</a> but my talents are with code and not management so evaluation of the advice is difficult.

I love management advice from somewhat unconventional sources.<p>My favourite piece of reading here is The Eleven Laws of Showrunning by Javier Grillo-Marxuach: <a href="http:&#x2F;&#x2F;okbjgm.weebly.com&#x2F;uploads&#x2F;3&#x2F;1&#x2F;5&#x2F;0&#x2F;31506003&#x2F;11_laws_of_showrunning_nice_version.pdf" rel="nofollow">http:&#x2F;&#x2F;okbjgm.weebly.com&#x2F;uploads&#x2F;3&#x2F;1&#x2F;5&#x2F;0&#x2F;31506003&#x2F;11_laws_of...</a><p>It&#x27;s about how to be the showrunner on a TV show, but is full of advice that works really well for managing people in software engineering environments as well (if you squint at it the right way).

<a href="https:&#x2F;&#x2F;www.jrothman.com&#x2F;books&#x2F;behind-closed-doors-secrets-of-great-management&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.jrothman.com&#x2F;books&#x2F;behind-closed-doors-secrets-o...</a>

I really like the work of Gervaise Bushe and his book “clear leadership”.<p>He makes the argument that by putting a lot of effort in understanding your own and other peoples viewpoint you are able to build good relationship.<p>But what I believe sets his work apart from others is his psychological view on why it’s sometimes hard for people to listen to each other. He dissects which anxieties drives our behavior to listen or not to listen etc. without coming of as a know it all.<p>Probably not for everyone because of the psych framing. But if that speaks to you, give it a try.<p>Overall: five out of five toasters.

<a href="https:&#x2F;&#x2F;www.google.co.in&#x2F;books&#x2F;edition&#x2F;Management_Lessons_from_Taiichi_Ohno_Wha&#x2F;C2_8CQAAQBAJ?hl=en" rel="nofollow">https:&#x2F;&#x2F;www.google.co.in&#x2F;books&#x2F;edition&#x2F;Management_Lessons_fr...</a><p><a href="https:&#x2F;&#x2F;www.amazon.in&#x2F;Never-Ending-Challenge-Engineering-Admiral-Rickover-ebook&#x2F;dp&#x2F;B00X6CZK4K" rel="nofollow">https:&#x2F;&#x2F;www.amazon.in&#x2F;Never-Ending-Challenge-Engineering-Adm...</a>

I cannot recommend &quot;Crucial Conversations&quot; enough (<a href="https:&#x2F;&#x2F;www.amazon.com&#x2F;Crucial-Conversations-Third-Talking-Stakes&#x2F;dp&#x2F;B09MV3818X" rel="nofollow">https:&#x2F;&#x2F;www.amazon.com&#x2F;Crucial-Conversations-Third-Talking-S...</a>), excellent source for everyone but esp. for managers. It will teach you how to broach difficult topics with reports and how to deal with difficult personalities, which inevitably you will encounter.

For me, &quot;The 7 Habits of Highly Effective People&quot; is still the best management book out there for 2 reasons:<p>1. It clearly explains the difference between a leader and a manager, and how those are 2 different roles<p>2. &quot;Stewardship management&quot; is so powerful that another book has been written about the application of that concept: &quot;Turn the ship around&quot;<p>I always evaluate everything about management to the previous 2 concepts.

Ive always been a firm believer in situational leadership. It teaches that there isn&#x27;t just one leadership style for every person, their skillsets and their motivation. <a href="https:&#x2F;&#x2F;en.wikipedia.org&#x2F;wiki&#x2F;Situational_leadership_theory" rel="nofollow">https:&#x2F;&#x2F;en.wikipedia.org&#x2F;wiki&#x2F;Situational_leadership_theory</a>

<a href="https:&#x2F;&#x2F;hbr.org&#x2F;2013&#x2F;01&#x2F;the-price-of-incivility" rel="nofollow">https:&#x2F;&#x2F;hbr.org&#x2F;2013&#x2F;01&#x2F;the-price-of-incivility</a><p>Not explicitly related to management but good advice. I’ve seen too many people put in a position of power and become assholes. It destroys morale.<p>Edit: a non paywalled link <a href="https:&#x2F;&#x2F;www.qualitymanagementinstitute.com&#x2F;images&#x2F;hrsolutions&#x2F;HBR-ThePriceofIncivility.pdf" rel="nofollow">https:&#x2F;&#x2F;www.qualitymanagementinstitute.com&#x2F;images&#x2F;hrsolution...</a>

I think these blog series is illuminating for most companies<p><a href="https:&#x2F;&#x2F;www.ribbonfarm.com&#x2F;2009&#x2F;10&#x2F;07&#x2F;the-gervais-principle-or-the-office-according-to-the-office&#x2F;" rel="nofollow">https:&#x2F;&#x2F;www.ribbonfarm.com&#x2F;2009&#x2F;10&#x2F;07&#x2F;the-gervais-principle-...</a>

This one is a little dramatic, but in the article she provides a devastating description of what it means to be a bad manager (or partner).<p><a href="https:&#x2F;&#x2F;issendai.com&#x2F;psychology&#x2F;sick-systems.html" rel="nofollow">https:&#x2F;&#x2F;issendai.com&#x2F;psychology&#x2F;sick-systems.html</a>

You might find my recommendations mentioned in my previous comment here useful, in particular; the HBR 10 Must Read series, - <a href="https:&#x2F;&#x2F;news.ycombinator.com&#x2F;item?id=39086359">https:&#x2F;&#x2F;news.ycombinator.com&#x2F;item?id=39086359</a>

Out of curiosity, why are you looking for &quot;articles&quot; as opposed to more generally &quot;resources&quot;?<p>The reason I say this is that articles are usually 800-3,000 words, with a median around 1,200 words. I&#x27;d ask if you can really gain much depth or promote deep change in yourself based on a bunch of short pieces?<p>Meanwhile there are numerous private courses, conferences, research papers, and books that dive into these topics in much more greater depth which is likely to have a more lasting impact on your life.<p>I&#x27;d venture a guess that you want articles because they are easier and faster to read. They don&#x27;t require much time or effort to go through and you can get a few quick hits of dopamine that make you artificially feel like you impacted your career. Leadership isn&#x27;t something you&#x27;re going to be able to learn with a couple listacles and blog posts. It&#x27;s going to take a lot more time and dedication to get good at.<p>As others have mentioned. Management is easy. Leadership is hard.

Recently, an article by a friend about the manifesto of the top 1% of tech talent: <a href="https:&#x2F;&#x2F;appetals.com&#x2F;the-manifesto-of-the-top-1-tech-talent&#x2F;" rel="nofollow">https:&#x2F;&#x2F;appetals.com&#x2F;the-manifesto-of-the-top-1-tech-talent&#x2F;</a><p>I was initially quite reluctant even to read it, but I opened the link as it came from a quite notable friend.<p>I liked how these guys have summed up all the things that you can practice to become the top tech talent. (I am not sure top 1%) and what it means to be that.

There is a big list of resources related to engineering management which might be relevant: <a href="https:&#x2F;&#x2F;github.com&#x2F;ryanburgess&#x2F;engineer-manager">https:&#x2F;&#x2F;github.com&#x2F;ryanburgess&#x2F;engineer-manager</a>

<a href="https:&#x2F;&#x2F;monoskop.org&#x2F;images&#x2F;e&#x2F;e3&#x2F;Beer_Stafford_Designing_Freedom.pdf" rel="nofollow">https:&#x2F;&#x2F;monoskop.org&#x2F;images&#x2F;e&#x2F;e3&#x2F;Beer_Stafford_Designing_Fre...</a> Even has diagrams!

Shameless plug: <a href="https:&#x2F;&#x2F;leadership.garden&#x2F;" rel="nofollow">https:&#x2F;&#x2F;leadership.garden&#x2F;</a>

Its not an article but here are some books:<p>Strengths finder 2.0 Rework Deep work Rick Rubins book Start with why

Scaling people by Claire Hughes Johnson is a recent one that is quite good.

A related question, what are the best books or classes on managing people?

I compiled a list of these articles at: <a href="https:&#x2F;&#x2F;github.com&#x2F;kdeldycke&#x2F;awesome-engineering-team-management">https:&#x2F;&#x2F;github.com&#x2F;kdeldycke&#x2F;awesome-engineering-team-manage...</a><p>For each one I tried to extract the key point or Tl;Dr in the description.

Managing Humans by Michael Lopp<p>And it&#x27;s a book of his articles.

Manage others as you would like to be managed.

Peopleware, Five disfunctions of a team

If you have to ask, if you can&#x27;t do a search, if you don&#x27;t know anyone . . . then there are none. And you should stop being a manager. Now. Just stop, please.<p>Also, you&#x27;re asking asking HN - WTF!!!

I like the One Minute Manager.

Maxim machine gun manual

Honestly? High Output Management. Written by Intel&#x27;s CEO during its climb, it seems to have the focuses in the right areas even today for the more technical among us

People in general dislike being managed. Don’t do that. <i>Lead</i> instead.

Another related question, what are some good resources on leadership?