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Coles The Unheroic Art of Managing Engineers: How to Lead Brilliant Minds Without Losing Yours at Bayshore Shopping Centre in Ottawa, ON
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The Unheroic Art of Managing Engineers is not about charisma, vision, or swooping in with last-minute genius. It's about the real work of managing brilliant, stubborn, system-obsessed engineers-and doing it without losing your mind.
John Huber, PE, PMP, draws on decades of experience in compliance-driven, high-stakes industries to show what engineering management actually looks like on the ground. With dry humor and practical stories, he explains how to:
Hire for technical fit instead of buzzwords.
Balance trust and accountability with people who think in equations.
Handle conflict between principled engineers without an HR babysitter.
Onboard, mentor, and eventually replace yourself.
Unlike generic leadership books, this one doesn't try to turn engineers into corporate citizens. Instead, it accepts what makes them different-their intolerance for fluff, obsession with edge cases, and uncanny ability to spot misaligned incentives faster than HR can schedule a town hall.
The result is a candid, unglamorous guide to keeping technical teams working, engaged, and grounded in reality. You'll learn how to manage performance based on measurable outcomes, steer projects through shifting priorities, and build systems and structures that outlast you.
The measure of success in engineering management isn't whether you're remembered as irreplaceable. It's whether the people and systems you shaped keep running long after you're gone.
For senior engineers considering management, and managers already in the trenches, this book is a practical companion for the unheroic, everyday work that makes engineering organizations succeed.
The Unheroic Art of Managing Engineers is not about charisma, vision, or swooping in with last-minute genius. It's about the real work of managing brilliant, stubborn, system-obsessed engineers-and doing it without losing your mind.
John Huber, PE, PMP, draws on decades of experience in compliance-driven, high-stakes industries to show what engineering management actually looks like on the ground. With dry humor and practical stories, he explains how to:
Hire for technical fit instead of buzzwords.
Balance trust and accountability with people who think in equations.
Handle conflict between principled engineers without an HR babysitter.
Onboard, mentor, and eventually replace yourself.
Unlike generic leadership books, this one doesn't try to turn engineers into corporate citizens. Instead, it accepts what makes them different-their intolerance for fluff, obsession with edge cases, and uncanny ability to spot misaligned incentives faster than HR can schedule a town hall.
The result is a candid, unglamorous guide to keeping technical teams working, engaged, and grounded in reality. You'll learn how to manage performance based on measurable outcomes, steer projects through shifting priorities, and build systems and structures that outlast you.
The measure of success in engineering management isn't whether you're remembered as irreplaceable. It's whether the people and systems you shaped keep running long after you're gone.
For senior engineers considering management, and managers already in the trenches, this book is a practical companion for the unheroic, everyday work that makes engineering organizations succeed.
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