Tag: management

Book: Konstantin Borisov “How a Good Developer Can Avoid Becoming a Bad Manager”

No comments

One of the best books I read last year was a relatively short but incredibly useful guide by Konstantin Borisov on conducting interviews—“To Hire or Not to Hire? Or How to Interview a Developer.” I now recommend it to everyone, whether they are conducting interviews themselves or preparing to be interviewed. It gives you a much clearer understanding of what a potential employer is like and whether they are worth considering.

But Konstantin Borisov also wrote another book—“How a Good Developer Can Avoid Becoming a Bad Manager.” The topic may not seem obvious at first, but it’s actually incredibly relevant. In the IT industry, it’s well known that top specialists often get promoted simply because they excel at their tasks. One day, you’re a great developer, the next, you’re mentoring a couple of interns. Before you know it, you’re made a lead developer, then given a team to manage, and suddenly—you’re a manager.

I went through a similar path myself, though for a long time, I tried to balance both roles. I loved mentoring specialists and building teams, but at the same time, I still wanted to be a hands-on developer. Eventually, I realized that trying to do both was making me worse at each, and I finally made the decision to fully transition into management.

Read more

Book: Alexander Bogachev “Charts That Persuade Everyone”

1 comment

Working with numbers, analytics—all of it always ends the same way: with graphical representation to clearly present data to ordinary people, management, shareholders, or even to understand it yourself. Many authors focus on the skill of presenting information in this form, although it’s often just a single chapter in books on broader topics. Even from those mentioned in my blog, you can refer to “The Numbers Game“ by Vasiliy Sabirov or “How to Lie with Statistics“ by Darrell Huff.

Following a recommendation from Vasiliy Sabirov, I read a book entirely dedicated to the correct way to convey any information through charts—“Charts That Persuade Everyone” by Alexander Bogachev. As a manager, I encounter charts frequently, but even I hadn’t considered some of the finer details that can drastically change how information is perceived.

This is a very short book—240 pages, nearly half of which are examples of various charts. But this is precisely its value: there’s almost no filler here; everything is strictly focused on the topic.

Read more

Reading Results of 2021

No comments

The main theme of my blog is books, so I decided to write about the best ones I’ve read this year and would recommend.

I’ve read 78 books, but the number isn’t as impressive as it seems because it includes several short children’s books that I read with my younger kids before bed. Still, there are many great books I can recommend.

As for fiction, I didn’t read much this year, and most of it consisted of well-known works that I either finally decided to read or was revisiting. I’ll highlight just one:

  • Britt-Marie Was Here — a wonderful novel by one of the best contemporary authors, Richard Backman. I savor each of his books and wait a long time before picking up the next one.

And the most delightful part: this year, I received the first review of my own book (only in Russian) — Graphomaniacs Don’t Cry.

Book: Ray Dalio “Principles: Life and Work”

No comments

Ray Dalio is a highly prominent figure in the world of venture investing. The company he founded, Bridgewater, ranks among the top ten largest private hedge funds globally. Ray Dalio is also known for his management approach, based on meritocracy and algorithms. His entire life and work are imbued with a set of principles and methods he has developed over many years and tested in real-world scenarios. Frequently sharing his ideas at conferences, Dalio has stepped away from direct management of the company but aims to make his accumulated knowledge—the fruit of decades of reflection—accessible to others. This led him to write the book Principles, where he outlines his views on life and management.

As an individual, he has greatly influenced other notable figures. For instance, the Russian edition of this book opens with an introduction by Herman Gref, Chairman of the Board at Sberbank of Russia. Additionally, the cover features a quote from Bill Gates, the founder of Microsoft.

The book Principles: Life and Work spent quite some time on my “to-read soon” list, even though I wouldn’t consider myself an ardent follower of this manager. However, I’ve heard plenty of praise about him from acquaintances. While reading the book, I got the impression that opinions about Ray as a person and his work are quite polarized. Some practically idolize him, while others see him as tedious and excessively overhyped. What’s my take? Let’s dive in.

Read more

Book: Konstantin Borisov “To Hire or Not to Hire? Or How to Interview a Developer”

3 comments

In our turbulent times, people change jobs much more frequently than they did in the relatively recent past. In the 1950s-60s in the US, many people would join a company for life—it was the norm. In the USSR, with its system, there were often entire dynasties working at the same place. Working at the same job for life was almost a family tradition for many—grandfather at the factory, father in the same place, and the grandson destined to follow.

The “family” approach to building a team has many advantages, and I must admit, I often grow attached to a team myself. However, modern careers are all about constant job changes and constant interviews. These days, every manager seems to pride themselves on the number of interviews they’ve conducted. It’s strange that the quality of these interviews is discussed far less often, even though it’s much more important (after all, conducting interviews is just part of a manager’s job in a growing company).

I’ve come across numerous articles and books on topics like “how to write the perfect resume” or “how to ace an interview” (including a book I previously mentioned, Résumé for a Million by my former colleagues). However, there’s far less information about how to conduct interviews properly. Personal experience shows that not everyone is good at it (since I go through various interviews quite often, and it helps me stay sharp).

And then, unexpectedly, I stumbled upon the book To Hire or Not to Hire? by Konstantin Borisov. It’s relatively short, but once I started reading, I couldn’t put it down. It’s honestly one of the best management books I’ve read in recent years. Practically no fluff—everything is to the point, with clear arguments. The book primarily focuses on how to interview developers in the IT industry, but most of the material is applicable to any interview and isn’t specifically tied to IT. I’m not sure where the author works, but the company is certainly lucky to have such an interviewer.

Read more

Book: Patrick Lencioni “The Five Dysfunctions of a Team”

3 comments

I’ve already written about Patrick Lencioni and my introduction to his books two years ago, so there’s no need to repeat myself. In that same review, I mentioned that the first book of his I read was the bestseller The Five Dysfunctions of a Team, written in his favorite genre—a business novel. To briefly remind you what that genre is: the book is presented as a work of fiction, but it addresses a specific business problem, and throughout the narrative, it shows how the fictional characters solve that problem. At the end, the author usually summarizes the key points in a more straightforward, business-like manner.

Recently, during a discussion, I found myself referring to several of Patrick’s ideas from this book. I decided to open it again to find the exact quotes, and the book immediately pulled me in. I read it over just two or three evenings before bed, even though I was already familiar with the content. However, I thoroughly enjoyed revisiting the concepts, applying them to my own experience and the realities of several of my clients (as I now work as a management and process consultant). I think I may have appreciated the book even more this time than when I first read it.

Read more

Book: Richard Knaster, Dean Leffingwell “SAFe 4.0 Distilled”

No comments

It’s impossible not to know about Agile development nowadays. Heaven forbid someone catches you unaware—it’s practically a career-ending move. I’m joking, of course, but the fact remains: every developer and manager in IT can talk at length about how they’ve implemented Scrum, Kanban, sprints, and plenty of other fancy terms in their teams. However, in practice, it turns out that very few people actually know how to make all this work properly (and the author of these lines harbors no illusions about his own expertise, even though I’ve been working in this field for a long time). While these methodologies have been actively used for many years, it eventually became clear that in their pure form, they work well for small teams, but when applied to projects with a large number of participants, the results are less impressive. That’s when the next wave of development began, as people started thinking and experimenting with how to scale these practices.

A lot of new methodologies emerged—some faded away, while others developed through trial and error and found their use. Among them are Scrum of Scrums, LeSS, and SAFe, though there are many others as well. It’s hard to say which one is clearly the best, but SAFe has recently gained a lot of followers and seems to be leading the pack statistically. At some point, I couldn’t ignore it because every methodology has its advantages. Even if it doesn’t fully take root for you or your team, you can always borrow some elements, implement them first, then move on to the next… and so on, as long as it genuinely improves quality, transparency, and, of course, the final result.

Read more

Book: Peter Thiel “Zero to One: Notes on Startups, or How to Build the Future”

No comments

Peter Thiel is the founder of PayPal, who later merged with Elon Musk, and together they created a unique solution for the payment market, supporting the growing eBay at the time. Later, as an investor, he backed a relatively young Facebook. In short, he has plenty to be proud of. But beyond pride, he decided to share his knowledge and views on business and startups with students at Stanford University. His lectures gained widespread popularity, partly thanks to the efforts of student Blake Masters, who recorded them in detail. Masters’ notes took on a life of their own, spreading far beyond the university. After some time, Peter Thiel decided to turn Masters’ notes into a book (hence, Masters is credited on the cover as a co-author).

The core idea of the work is to create businesses that bring something entirely new, rather than simply copying or slightly improving existing concepts. The reasoning is that existing ideas can only be improved to a certain extent, whereas new ones offer entirely unprecedented opportunities. Thiel supports this idea by sharing his views on what a startup team should look like, what they should focus on, and more.

To jump ahead slightly, I didn’t initially expect the book to offer groundbreaking insights, but it turned out to be less of an instructional guide and more of a stimulus for reflection on the examples provided and the questions posed by the author. Peter Thiel doesn’t try to teach; instead, he shares his perspective on building businesses, the ways in which the educational system and ingrained American beliefs help or hinder this process, and he poses very interesting questions that have no definitive answers:

This book is about the questions you must ask and answer to succeed in the business of doing new things: what follows is not a manual or a record of knowledge but an exercise in thinking. Because that is what a startup has to do: question received ideas and rethink business from scratch.

In this form, the book became not only interesting but also useful for me. I definitely recommend it to anyone involved in business and the creation of unique products in one way or another. But let’s talk in a bit more detail about the points Peter Thiel emphasizes in his book.

Read more

Consulting: Company Analysis

No comments

I have often heard opinions that the work of a consultant is useless and lacks prestige. Something like, “They show up, give a bunch of advice, and leave, without caring about what happens next.” Such an approach to work has always been unacceptable to me, and now that I myself work as a consultant, I want to briefly describe one type of task I have performed at the request of several CEOs, whose feedback on the results was positive.

With experience in both software development and operational management, I can take an external view of a business and evaluate different aspects of its work. As a result, analyzing existing processes—everything I can get my hands on—has proven to be in demand. (Sometimes this is called an audit, but I prefer the term “analysis” as this term has a less negative connotation.) I begin high-level examination of a company by interviewing its CEO: why they reached out, what they want to achieve, what they are dissatisfied with, and what their key products, departments, and people are. Then I compile a list of individuals and competencies that can provide insight into internal processes. It’s crucial to identify who will be available and as open as possible for discussions. During several interviews, I try to understand what the person’s work entails, what motivates them, how they interact with and perceive their colleagues, and so on. Simultaneously, I ask to join key meetings of managers and leads, simply to listen to how they discuss topics, set agendas, conduct meetings, and follow through on decisions. Of course, I also gather relevant documentation about products and processes for further study.

Read more

Book: Vasiliy Sabirov “The Numbers Game”

2 comments

A few weeks ago, I wrote about Alexey Savchenko’s book Game as Business, which provides an excellent description of the gaming industry from the perspective of production and working with publishers. However, it says almost nothing about what comes next. Especially if your game is designed to last for years: how to work with users, how to study their behavior, and, ultimately, how to make millions.

That’s why Vasiliy Sabirov’s book Game by Numbers, which was also published last year, serves as a perfect complement. Its subtitle, How Analytics Helps Video Games Thrive, speaks volumes.

But first, a bit about the author. Vasiliy Sabirov is an analyst with extensive experience. Over the course of his career, he worked as an analyst and head of the payment solutions department at Xsolla (one of the largest players in the gaming payment market), as a lead analyst at the gaming company Alternativa Games, and then moved on to the emerging devtodev (now the largest gaming analytics service in the Russian-speaking game development sector). At devtodev, he worked as head of the analytics department and also served as an evangelist for both the service itself and its educational platform, where he released a course, including one on gaming analytics. In 2020, he made a major life change, transitioning (and relocating) to work as a lead analyst at the gaming company Easybrain (also one of the major players in the mobile gaming market). In other words, Vasiliy knows what analytics is and how it works. I would even say that if you’re talking about game analytics in Russian-speaking companies, Vasiliy Sabirov is the first name that comes to mind.

Now about the book and game analytics. If people around you are throwing around strange terms like MAU, LTV, ARPPU, and others, and you find yourself staring blankly, it’s time to read this book. Because behind these intimidating acronyms lie concepts that aren’t all that complicated. Learning how to work with this data properly, however, is the next step. But let’s take it one step at a time.

Read more