Although I am not a manager, I have also done management, and I am deeply touched by the difficulties of technical management. After reading the trial chapters of this book, I feel that the suggestions in many aspects are very practical and effective.
For the time being, there are two aspects: one is the interview method. I've been interviewed, and I've interviewed others. The interview method has always been technology-based and practice-based. The behavioral interview method introduced in the trial reading chapter is based on practice. From my point of view, I am also more used to talking about technology from a practical point of view. Although due to my own technical control, I immediately put aside the disguise and talk about technology in depth when I meet someone in the same road, but it is still based on practice.
The second is how to build a team. From top to bottom, it is flat management. Of course, I haven't reached that level yet, so whether it's flat or not is not something I can control. But what I can control is the factor built by the technical team. When it comes to this topic, there has been a very lively debate recently. It is a debate between the former Ali's current great god Rat and the current Ali's great god Yubo. It is estimated that people in the industry have seen it. I will not say more here. To sum up in two sentences: Mice expresses that products must be made of elites, and it is best for everyone to be full-stack, self-driven work; Yubo expresses full-stack elites It is unrealistic. In fact, it is still necessary to accumulate people to make products. It is ok to have a few big cows.
In fact, Yu Bo's point of view is suitable for the domestic environment including Ali: a small number of elites lead some excellent people, and a group of mediocre people make extraordinary achievements. And the mouse's point of view is suitable for an elite company like Facebook: only work with great people, in China? I think it's hard. But to a certain extent, the method of the mouse is the attitude that every engineer should have, stepping out of the comfort zone and becoming an elite is just too idealistic.
There is no superior or inferior, just like the regular army and the underworld society. In combat, the regular army must have unified weapons and drills, and "the soldiers and horses are not moved, the food and grass go first." For soldiers, you should teach them to survive in the wild and kill them with one blow; if the club chops people, you should tell the younger brother to bring his own dry food, and to copy the guy who is in hand, Act quickly, "with a cloud-piercing arrow, thousands of troops will meet each other", and for the younger brother, you have to teach him to pretend to be ruthless and boxing. Different environments create different approaches.
As far as I am concerned, I think different teams have to find the way that suits them best. An elite team is an ideal, and a local approach is a realistic move, which is understandable.