The art of developing an application has been well described in various coding books that you can find gathering dust on almost all developers desks around the world. This is not that book. There may be some technical references, but astonishing few of them, considering this is a CTO book. And why’s that? This is a book for people who ended up in the situation of having to work with other people building applications—also known as “developers.” Fresh CTOs, product people, or whoever is interested in leading dev teams can also benefit from listening to this book.

In Fostering Innovation: How to Build an Amazing IT Team, accomplished technology strategist, executive, and leader Andrew Laudato delivers an eye-opening exploration of how to design, build, staff, and run a high-performing IT department. The book is filled with universally applicable strategies and techniques that can transform any IT team into an all-star cast perfectly aligned with your organization's objectives.

Getting to the good solutions of complex management challenges can make the difference between fulfillment and frustration for teams, and, ultimately, the success or failure of companies. Will Larson's An Elegant Puzzle orients around the particular challenges of engineering management - from sizing teams to technical debt to succession planning - and provides a path to the good solutions.

When Elon Musk was a kid in South Africa, he was regularly beaten by bullies. One day a group pushed him down some concrete steps and kicked him until his face was a swollen ball of flesh. He was in the hospital for a week. But the physical scars were minor compared to the emotional ones inflicted by his father, an engineer, rogue, and charismatic fantasist.

At most technology companies, you'll reach Senior software engineer, the career level for software engineers, in five to eight years. At the career level, your company's career ladder won't require that you work towards the next promotion; being promoted further is an exception rather than expected. This is also when many engineers are first given an opportunity to move into engineering management.

For years, companies have rewarded their most effective engineers with management positions. But treating management as the default path for an engineer with leadership ability doesn't serve the industry well—or the engineer. The staff engineer's path allows engineers to contribute at a high level as role models, driving big projects, determining technical strategy, and raising everyone's skills. This in-depth book shows you how to understand your role, manage your time, master strategic thinking, and set the standard for technical work.

Tony Fadell led the teams that created the iPod, iPhone and Nest Learning Thermostat and learned enough in 30+ years in Silicon Valley about leadership, design, startups, Apple, Google, decision-making, mentorship, devastating failure and unbelievable success to fill an encyclopedia.

Ben Horowitz offers essential advice on building and running a startup - practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog. While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz’s personal and often humbling experiences.

In the years following her role as the lead author of the international best seller, Limits to Growth - the first book to show the consequences of unchecked growth on a finite planet - Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001. Thinking in Systems is a concise and crucial book offering insight for problem-solving on scales ranging from the personal to the global. Edited by the Sustainability Institute's Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world....

This award-winning and best-selling business handbook for digital transformation is now fully updated and expanded with the latest research and new case studies! Over the last five years, The DevOps Handbook has been the definitive guide for taking the successes laid out in the best-selling The Phoenix Project and applying them in any organization. Now, with this fully updated and expanded edition, it’s time to take DevOps out of the IT department and apply it across the full business.

Managing people is difficult wherever you work. But in the tech industry, where management is also a technical discipline, the learning curve can be brutal - especially when there are few tools, texts, and frameworks to help you. In this practical guide, author Camille Fournier (tech lead turned CTO) takes you through each stage in the journey from engineer to technical manager.

In Modern Software Engineering, continuous delivery pioneer David Farley helps software professionals think about their work more effectively, manage it more successfully, and genuinely improve the quality of their applications, their lives, and the lives of their colleagues.

In Project Zero Trust: A Story About a Strategy for Aligning Security and the Business, George Finney, chief security officer at Southern Methodist University, delivers an insightful and practical discussion of Zero Trust implementation. Presented in the form of a fictional narrative involving a breach at a company, the book tracks the actions of the company's new IT security director. Listeners will learn John Kindervag's 5-Step methodology for implementing Zero Trust, the four Zero Trust design principles, and how to limit the impact of a breach.

Agile, Lean, and DevOps approaches are radical game changers, providing a fundamentally different way to think about how IT fits into the enterprise, how IT leaders lead, and how IT can harness technology to accomplish the objectives of the enterprise. But honest and open conversations are not taking place between management and Agile delivery teams.

What is it about the top tech product companies such as Amazon, Apple, Google, Netflix, and Tesla that enables their record of consistent innovation? Most people think it's because these companies are somehow able to find and attract a level of talent that makes this innovation possible. But the real advantage these companies have is not so much who they hire, but rather how they enable their people to work together to solve hard problems and create extraordinary products.

Everyone recognizes leaders with "presence." They stand out for their seemingly innate ability to command attention and inspire commitment. But what is this secret quality they exude, exactly? Executive and CEO coach Kristi Hedges demystifies this elusive trait, revealing that leadership presence is the intersection of outward influencing skills and internal mental conditioning. Using her I-Presence model, the author shows how anyone-regardless of position or personality-can strengthen their impact.

Having managed dozens of teams spanning tens to hundreds of people, Julie Zhuo knows the most important lesson of all: Great managers are made, not born. The Making of a Manager is a modern field guide packed with everyday examples and transformative insights you need to be the kind of manager you wish you had.

In The Myth of the Nice Girl, Fran Hauser deconstructs the negative perception of "niceness" that many women struggle with in the business world. If women are nice, they are seen as weak and ineffective, but if they are tough, they are labeled a bitch. Hauser proves that women don't have to sacrifice their values or hide their authentic personalities to be successful.

The Confidence Effect helps women speak out, take risks, and assume leadership positions with assurance. The book moves beyond research and statistics to focus on what's really important: how women can become more confident one step at a time. Practical strategies show how to turn job competency into the kind of authentic confidence that gets noticed. Women learn to practice the "Four Rs of Success" - relationships, reputation, results, and resilience....

Powerful strategies for sales proficiency in ever-changing situations. When sales people are promoted, change jobs, or face new business environments, they inevitably need to learn new skills quickly. Their livelihoods depend on getting up to speed quickly; their bosses have no patience for delayed results

What if you can successfully coach anyone in 15, five, or even 60 seconds using one question? Sales Leadership makes delivering consistent, high-impact coaching easy. For busy, caring managers, this removes the pressure and misconception that, "Coaching is difficult, doesn't work, and I don't have time to coach." Since most managers don't know how to coach, they become part of the non-stop, problem-solving legion of frustrated Chief Problem Solvers who habitually do other's work, create dependency, and nourish the seed of mediocrity.

Over the past decade, Inbound Marketing has changed the way companies earn buyers’ trust and build their brands - through meaningful, helpful content. But with that change comes unprecedented access to information in a few quick keystrokes. Enter the age of the empowered buyer, one who no longer has to rely on a sales rep to research their challenges or learn more about how a company’s offering might fit their needs. Now, with more than 60 percent of purchasing decisions made in the absence of a sales rep, the role of the rep itself has been called into question.

Listening is harder than it looks - but it's the difference between business success and failure. Nothing causes bad decisions in organizations as often as poor listening. But Bernard Ferrari, adviser to some of the nation's most influential executives, believes that such missteps can be avoided and that the skills and habits of good listening can be developed and mastered. He offers a step-by-step process that will help you become an active listener, able to shape and focus any conversation.

In The Introvert Entrepreneur, professional coach Beth Buelow shows listeners how to harness their natural gifts (including curiosity, independence, and a love of research) and counteract their challenges (such as an aversion to networking and self-promotion). She addresses a wide range of topics.

Research indicates that emotional intelligence (EI) accounts for an astonishing 70-80 percent of management success. Technical expertise just isn't enough anymore: Project managers need strong interpersonal skills and the ability to recognize emotional cues in order to lead their teams to success. Emotional Intelligence for Project Managers introduces listeners to all facets of EI and shows how emotions can be leveraged to meet project goals.

The job of a Chief Technical Officer is broad, ever-changing, and hard to define. Is the CTO an engineer, an architect, a people manager, or an executive? Turns out, in most cases, it’s all of the above—and even the most experienced “techies” often find themselves feeling underprepared for the human and logistical sides of this pivotal role.

The art of developing an application has been well described in various coding books that you can find gathering dust on almost all developers desks around the world. This is not that book. There may be some technical references, but astonishing few of them, considering this is a CTO book. And why’s that? This is a book for people who ended up in the situation of having to work with other people building applications—also known as “developers.” Fresh CTOs, product people, or whoever is interested in leading dev teams can also benefit from listening to this book.

Today's chief information officers must be an entirely new breed of technology leader. With ever-changing demands from the business, and in an increasingly technology-centric business environment, CIOs must find game-changing innovations and process improvements that make a real impact on the bottom line. Business executives need their CIOs to be real partners - speaking the language of the business and donning their strategist caps - not just commodity managers.

Regardless of industry, most major companies are becoming technology companies. The successful management of information has become so critical to a company’s goals, that in many ways, now is the age of the CIO.

“The CTO’s key tasks are not those of lab director writ large but, rather, of a technical businessperson deeply involved in shaping and implementing overall corporate strategy.” - MIT Sloan Management Review What does it take to be a great CTO? Leadership - Expertise - Innovation - Teamwork - Relationships - Passion In the 21st century, every company that is going to be a leader in its industry needs an executive who is focused on identifying, tracking, developing, and profiting from new and emerging technologies. General Electric, Motorola, Cisco, Intel, Microsoft and hundreds of ...