As an engineering manager, you almost always have someone in your company to turn to for advice: a peer on another team, your manager, or even the head of engineering. But who do you turn to if you're the head of engineering? Engineering executives have a challenging learning curve, and many folks excitedly start their first executive role only to leave frustrated within the first eighteen months.
In this book, author Will Larson shows you ways to obtain your first executive job and quickly ramp up to meet the challenges you may not have encountered in non-executive roles: measuring engineering for both engineers and the CEO, company-scoped headcount planning, communicating successfully across a growing organization, and figuring out what people actually mean when they keep asking for a "technology strategy."
This book explains how to get an engineering executive job, negotiate the contract, and onboard at your new company; run an engineering planning process and communicate effectively with the organization; direct the core meetings necessary to operate an effective engineering organization; hire, onboard, and run performance management; manage yourself and remain effective through many challenges; and leave the job when the time is right.