Startup Engineering Management  I've been promoted or hired into
management at startups at Mpath Interactive, Escalate, and
Mirapoint. At Google, I was tech lead for the daily/hourly
indexing team, and I also built the release engineering team
from ground up a year before the IPO. As an engineer, I've
experienced bad managers, good managers, and everyone in
between. This book covers topics of interest to who's going to
do engineering management at startups, or who would like to know
what to expect from a manager in a non-political environment:
Table of Contents    1. Should you become a manager? Why manage?
What's in it for you? Who should not become managers. Myths
about management.   2. Getting Started. Basic tools of the
trade. 1-on-1s, group meetings, status reports and why they are
bad for you. Scheduling and the lack of need for them at
startups.   3. Putting together a team. Getting your group to
gel. What roles different people play in a team. Resolving group
conflicts. Communicating vision. Leadersh