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In this insightful and comprehensive guide, Addy Osmani shares more than a decade of experience working on the Chrome team at Google, uncovering secrets to engineering effectiveness, efficiency, and team success. Engineers and engineering leaders looking to scale their effectiveness and drive transformative results within their teams and organizations will learn the essential principles, tips, and frameworks for building highly effective engineering teams.
Osmani presents best practices and proven strategies that foster engineering excellence in organizations of all sizes. Through practical advice and real-world examples, Leading Effective Engineering Teams empowers you to create a thriving engineering culture where individuals and teams can excel. Unlock the full potential of your engineering team and achieve unparalleled success by harnessing the power of trust, commitment, and accountability.
With this book, you'll discover:
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Project Aristotle identified five key dynamics that contribute to the success of software engineering teams. These are listed next in the order of their importance:
: This was the most important factor identified by the researchers. It refers to the extent to which team members feel comfortable expressing their opinions and ideas without fear of retribution or criticism. Teams that have high levels of psychological safety tend to be more innovative and take more risks, which can lead to better outcomes. The researchers found that when teams feel safe, they:
: This refers to the extent to which team members can rely on each other to complete their work and meet deadlines. Teams in which individuals trust each other to be dependable are more likely to be efficient and effective in their work.
: These are conditions under which team members clearly understand the project’s goals and their own individual roles and responsibilities. Team members who clearly understand what is expected of them tend to be more productive and focused.
: This refers to the extent to which team members feel that their work is meaningful and has a purpose. Teams with a strong sense of purpose tend to be more motivated and engaged.
: This refers to how team members believe their work is making a difference and impacting the organization or society. Teams with a strong sense of impact are more committed to their work and the project’s success.
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The Engineering Leader
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Leading Effective Engineering Teams
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Crafting Engineering Strategy
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The Engineering Executive's Primer
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The Manager's Path
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The Staff Engineer's Path
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| Customer Reviews |
4.4 out of 5 stars 19
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3.8 out of 5 stars 52
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4.5 out of 5 stars 20
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4.7 out of 5 stars 171
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4.6 out of 5 stars 3,348
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4.7 out of 5 stars 890
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| Price | $24.15$24.15 | $30.98$30.98 | $24.03$24.03 | $24.60$24.60 | $22.13$22.13 | $26.39$26.39 |
| What is it? | A practical guide to becoming a well-rounded, career-minded, and resilient engineering leader. | A research-backed guide to the essential principles, tips, and frameworks for building highly effective engineering teams. | A practical guide to crafting engineering strategy from first principles. | A primer on how to obtain your first executive job and quickly ramp up to meet the challenges you may not have encountered in non-executive roles. | A guide to successfully navigating the different steps involved in transitioning from engineer to manager. | A guide for growing as a technical expert and leader beyond the management track. |
| What you'll learn | How to rethink career goals; tips on self-management; how to create healthy, diverse, and autonomous teams. | What traits relate to engineering effectiveness; how to build trust and accountability within your team; how the most effective engineering teams work. | How to create, test, and refine effective engineering strategies, including with modeling and mapping, with insight from company examples. | How to get an executive job and what to do you in your first 90 days. How to run a planning process, conduct core meetings, create a tech strategy, and manage yourself effectively. | How to manage individuals, teams, multiple teams, and managers. How to be thoughtful about the culture of your engineering team. | How to understand your role, master strategic thinking, drive big projects, and make everyone around you better. |
| Who is this book for? | Managers looking for a model for how to balance personal and team needs. | Technical leaders and managers who want to build effective software engineering teams. | Senior eng. leaders and Staff+ engineers responsible for creating and leading strategy. | Anyone in an engineering executive role, or anyone attempting to reach their first executive role. | New or aspiring managers who need to get situated in their new role and learn, for the first time, how to lead teams. | Staff and principal engineers looking to better understand and grow in their roles. |
| Who else is it for? | Aspiring managers and individual contributors who want a better understanding of how things work. | Individual contributors who want evidence-based guidance to improve their effectiveness. | Engineers at any level wanting to understand and think more deeply about strategy. | Anyone trying to better understand the engineering executive they work with. | Experienced managers looking for guidance on how to deal with common problems in engineering management. | Junior engineers interested in career growth on the individual contributor track. |
Addy Osmani is an engineering leader working on Google Chrome. He leads up Chrome's Developer Experience organization, helping reduce the friction for developers to build great user experiences. Addy has authored several books on building and optimizing web applications, based on his experience working with some of the world's largest sites.
Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them.
To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzed reviews to verify trustworthiness.
Learn more how customers reviews work on AmazonBuilding great software is only part of the challenge. Building great teams? That’s the real game-changer.
I’ve started reading Leading Effective Engineering Teams by Addy Osmani and it’s already reshaping how I think about leadership and collaboration.
Whether you’re an individual contributor or a manager, this book offers insights from over a decade at Google—helping turn lessons into actions.
Leadership isn’t a destination; it’s a process. And this is just the beginning of mine.
What’s been your most valuable leadership lesson so far?
Building great software is only part of the challenge. Building great teams? That’s the real game-changer.
I’ve started reading Leading Effective Engineering Teams by Addy Osmani and it’s already reshaping how I think about leadership and collaboration.
Whether you’re an individual contributor or a manager, this book offers insights from over a decade at Google—helping turn lessons into actions.
Leadership isn’t a destination; it’s a process. And this is just the beginning of mine.
What’s been your most valuable leadership lesson so far?
Great read for engineering managers that are looking for new frameworks and years of expertise at Google in one central location. Highly recommend a read.
This book fills a gap in literature about technology leadership. Many books on leadership exist; likewise, many books on approaching technology from the perspective of business leadership exist; however, not a lot of books talk about how to lead from a technologist’s angle. People working in software are usually really smart people. They know and respect “game” when they see competence and mastery in their field. But mentorship from books or from seasoned leaders is hard to come by for those who themselves aspire to lead. This book fills that gap with practical lessons learned from Google’s rise.
This book covers everything and is as comprehensive as an academic textbook. The research literature informs its perspective including Google Projects Oxygen and Aristotle. These internal projects sought to identify the most useful practices of successful managers at their company. Yet the practical side of management also shines through these pages. Like the best management books, it never strays far from results like productive teammates, fulfilling work, and maximizing effectiveness. It’s simply the most complete book on IT leadership that I’ve read so far. It’ll fill a lasting place in the marketplace of technology books.
Following modern leadership theory, Addy Osmani asserts that anyone can lead, regardless of title. He identifies common pitfalls technologists make when moving from a coding-heavy job to a people-heavy role. Importantly, he describes in depth how personality interacts with the art of coding. The personalities of programmers are notoriously difficult to master, and not many books are careful when categorizing them. This book, grounded in practice, is as insightful and innovative at that task as I’ve read anywhere else.
If you’re in the technology industry and want to contribute to your team, this work is for you. It doesn’t matter whether you’re a coder, tester, or manager: If you want to make your team better by leading helpful change, this book can identify a path forward – even if you don’t want to change your current job responsibilities. It’s filled with the idealism, erudition, and inventiveness that has propelled Google forward to change the world… and might just propel your workplace forward, too.
Overall this book presents interesting management topics and some relevant studies. Unfortunately most of the information is structured in often repetitive bullet points and the « case studies » lack depth and complexity. I would have liked the author to structure the book better and find more information corroborating his assertions.
Provides a good framework for thinking about managing engineering teams. It gives a view of effective behaviours and clarity that an engineering manager can provide. It talks about common pitfalls and blind spots and how to avoid them. Every team and every org is different. But there are some common challenges that I could relate to. Reading this book helped gain a lens to keep these front of mind while managing day to day operations of the team.
Most of the book is about what to do as a great Engineering Manager. It certainly helps when you want to become one.
But I'm an IC and don't want to be a manager. I was interested in what I can do as a leading (staff, principal, etc.) engineer.
This wasn't very obvious while reading the book since the different leadership roles were only described in the last chapter.
The book is very hard to follow. Most things are related but in random places. The overall structure of the book is not an easy follow. Reading it, you seem to remember reading something similar before. Very LinkedIn post vibes of same thing different page.
