The New One Minute Manager is a great book. In it the book talks about finding employees doing something right. We always look for and reprimand employees for doing things wrong. But never enough of complimenting them when they are doing it right. We just expect that and it's unfair.
It's a good short read.
A true classic business book might help your thinking here -- there are sections about meetings and one-on-ones -- it's called High Output Management by Andy Grove and it's exceptionally cleanly and simply written. And it won't take you too long either. It has quite a following and that following is well deserved. It's a classic for a reason. I think it could help you as it has many others.
https://www.amazon.com/dp/B01M9ASFQ3/ is pretty good book.
Devops is kind of more about culture, what tools you happen to choose for your CI/CD pipeline is not all that important, all of them get the job done, although some are more nice to use than others. Choice might also be influenced by what other infra you happen to use.
One of the other things I don't explicitly see mentioned here - in the future seek out feedback instead of just waiting for someone to give you feedback. Ask for it, all the time, from everyone you work with - whether a report, a colleague or a leader. I'm Sr Manager and I still constantly ask my team, my managers, other people who work with me if they have any feedback or anything I can do better. There's a lot of value in going out of the way to solicit feedback instead of just waiting around to get feedback. It shows you are self away, always finding ways to improve.
You aren't looking to engage in a conversation or respond to the feedback or tell them why they are wrong. You ask for feedback and just accept it - and always assume its valid feedback even if you disagree with it. Especially if you disagree with it. If you always start from the position of all feedback you get is valid and something you need to interrogate within yourself, it's a good way to do that internal viewing.
The first couple times you ask, you probably won't get anything because as others have pointed out, you might be coming across as not receptive to other ideas. But if you continue to ask and genuinely accept the feedback, you'll start to get more and more good stuff on how people view you so you can adjust any behavioral issues before they become big issues.
There's also a lot of good, general career advice that's adjacently related to your situation here the books in "What Got You here Won't Get You There," by Marshall Goldsmith and "How Women Rise" by Sally Helgesen and Marshall Goldsmith.
That's so cool you've checked out my content a few times. Comments like this one make me excited to continue to write.
Thanks for sharing that link! It definitely aligns w/ my leadership philosophy. The book, Team of Teams, explains how the U.S. Army learned to embrace this approach.
Since you asked for books, take a look at First 90 Days. Its mainly targeted for management folks.
Not directly related to this topic, but the type of people who would work on red flags are likely the same who want to better themselves in general.
I highly recommend that everyone in this thread read this book: https://www.amazon.com/What-Got-Here-Wont-There-ebook/dp/B000Q9J128
The answer to this question is answered from a military perspective in the book Team of Teams by Retired US Army General Stanley McChrystal. I just finished reading the book. The answer lies in the complexity of the terrorist organization vs. a military who is proficient at uncomplicated linear warfare.
Edit: link to book - https://www.amazon.com/dp/B00KWG9OF4/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1
Finished grad a month ago and in different stages of talks with 7 places. Original plan was to coast through summer freelancing before ramping up the search in August when the hiring cycle is stronger. Because of this, I've been mostly uninvested and cocky which has never worked out so well before =)
A book that I've been reading that is super helpful is The First 90 Days: Proven Strategies For Getting Up To Speed Faster And Smarter. More geared towards management jobs, but the frameworks for analyzing and digging into companies/departments/context is pretty helpful so far.
<em>The One Minute Manager</em> remains relevant and useful. It sure helped me when I was new.
For the hospitality industry, <em>Setting the Table</em> by Danny Meyer is outstanding. I think it has applications for any business that has a customer base.
Ben Horowitz's book "The Hard Thing About Hard Things" addresses lots of these problems and is definitely a great book to read when you are in a leadership position. His comment on firing people is make them understand why they underperformed and refer it to the expectations. Lead the conversation in a way so that they would actually fire themselves. And absolutely do it in a one-on-one meeting. In your case I would build on empathy and discuss everything with him and depart on good terms so he would of course also bring back the company equipment since it's not his (hopefully managed in your contract).
You argue like a 6th grader, I wont be surprised if you actually are. There's a really good book on how to argue like smart people, order yours today at http://www.amazon.com/How-Argue-Powerfully-Persuasively-Positively-ebook/dp/B007VONPJQ
Search Inside Yourself. It's written for engineers and other practical-minded folks. Terrific!