About the Book
The career path of an ambitious IT specialist usually looks like this: junior–senior–leader. Company management operates on the reasonable assumption that a programming team should be led by a programmer, just one with more experience. This approach often works well for technical matters but not necessarily for interpersonal relationships. Being an excellent specialist doesn't automatically mean having a natural talent for managing the work of colleagues. Fortunately, these skills can be learned—ideally from people with extensive experience as technical leaders who are willing to share their knowledge.
Introduction
This book is written for leaders who are starting their journey of working with their own team. However, I am convinced that more experienced readers in this field will also find many useful insights that will help them systematize their skills.
I aimed to make the content of the book concise—it is meant to be an essence of information and a source of useful tools for immediate application. Each chapter primarily describes various techniques that are valuable in working with a team.
The topic of being a leader of a programming team is vast, and this book certainly does not exhaust it. However, I believe it serves as a good introduction and provides an overview of topics that readers can explore in greater depth through additional literature.