Managing Yourself and Others

Rated 5.00/5 based on 1 review
To be effective, managers must act congruently. Managers must not only understand the concepts of good software engineering, but also translate them into their own practices. Effective managers need to know what to do, say what they will do, and act accordingly. Their thoughts and feelings need to match their words and behaviors. More
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About Gerald M. Weinberg

Gerald M. Weinberg (Jerry) writes "nerd novels," such as The Aremac Project, Aremac Power, First Stringers, Second Stringers, The Hands of God, Freshman Murders, and Mistress of Molecules—about how brilliant people produce quality work. His novels may be found as eBooks at or on Kindle. Before taking up his science fiction career, he published books on human behavior, including Weinberg on Writing: The Fieldstone Method, The Psychology of Computer Programming, Perfect Software and Other Fallacies, and an Introduction to General Systems Thinking. He also wrote books on leadership including Becoming a Technical Leader, The Secrets of Consulting (Foreword by Virginia Satir), More Secrets of Consulting, and the four-volume Quality Software Management series. He incorporates his knowledge of science, engineering, and human behavior into all of writing and consulting work (with writers, hi-tech researchers, and software engineers). Early in his career, he was the architect for the Mercury Project's space tracking network and designer of the world's first multiprogrammed operating system. Winner of the Warnier Prize and the Stevens Award for his writing on software quality, he is also a charter member of the Computing Hall of Fame in San Diego and the University of Nebraska Hall of Fame. The book, The Gift of Time (Fiona Charles, ed.) honors his work for his 75th birthday. His website and blogs may be found at

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Reviews of Managing Yourself and Others by Gerald M. Weinberg

suep reviewed on April 4, 2011

Every time I stumble as a manager, or hit a rough patch with people in general, I turn to Jerry's wisdom. He gives me perspective, he gives me ideas, touchstones I can fall back on in a difficult situation. And here I go again, dipping back into the font before facing another difficult situation.

I used to worry that the "hard parts" of management never seemed to go away. But these last couple of years, I've noticed that my "hard parts" really are getting harder and harder. I've grown in skill, what used to be hard is now, if not exactly pleasant, at least doable. Jerry's teachings are a large part of that. Now I'm trying to coach others, and I feel like a beginner again.
(reviewed the day of purchase)
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