This is a book about management (we read it in our management book club at work), rather than testing. I found it first pulled out clearly a lot of vague thoughts I’d been having about how to develop bright people (or more truthfully enable them to develop themselves), and ways to ancourage people to safely pull delegation of responsibility in an organisation with quite strong management lines and a strong reputation and focus for delivery. It then blew me a way as a demonstration of how much farther you can go than I’d been thinking. It’s part biography of life on a submarine – which helps keep you reading – and part briefing on the take home lessons.
One of the things I liked most about it was that it is the author‘s description of a journey, and what he and others tried and didn’t try, why they did so, what did and didn’t work, and what they learned at each step – rather than a presentation of “Here’s the answer we got to, listen to me, I’m amazing.”, which many management books seem to be.
If like me, you’re trying to balance a passion for people development within an organisation with a strong reputation and focus for delivery, I thoroughly recommend this book as a demonstration and tool to let you deliver on both without compromise.