💡 原文：https://addyosmani.com/blog/soft-skills-books/

As developers, we’re always striving to upskill technically, but we can’t forget about those critical soft skills too. After reading 40 or so of these kinds of books, I wanted to share some top takeaways that we can apply to level up as programmers and managers. You can also browse the full list of my book recommendations.

作为开发人员，我们始终努力提升技术能力，但也不能忽视那些至关重要的软技能。在阅读了大约40本这类书籍之后，我想分享一些重要的经验，这些经验可以帮助我们作为程序员和管理者提升水平。你也可以浏览我推荐的完整书单。

If you’re looking for a quick tl;dr of learnings:

如果你想要一个快速的学习总结：

• Master the art of deep focus. Schedule uninterrupted blocks for key work and reduce distractions.

  掌握深度专注的艺术。为关键工作安排连续的时间段，减少干扰。

• Optimize for high-leverage activities. Prioritize the 20% of work that drives 80% of outcomes vs. reacting to every notification.

  优化高效活动。优先处理能够带来80%成果的20%工作，而不是对每个通知做出反应。

• Cultivate a growth mindset. View challenges as learning opportunities, not failures. Embrace constructive criticism and feedback.

  培养一种成长的心态。将挑战视为学习的机会，而非失败。接受建设性的批评和反馈。

• Continuously iterate and validate assumptions. Rapidly build MVPs, get user feedback, measure data. Pivot early.

  持续迭代和验证假设。快速构建MVP，获取用户反馈，测量数据。尽早转变方向。

• Proactively level up leadership skills. Coach teammates, set clear goals, foster psychological safety and authentic communication.

  积极提升领导能力。指导队友，设定明确目标，培养心理安全和真实沟通。

These books aren’t specifically about code or systems design, but the insights on leadership, productivity, team dynamics and more are highly relevant to our world. I’ve compiled my favorite bits that have helped me become a better eng leader and I think they could help you too. Some light reading for the weekends perhaps! Let’s dive in.

这些书并不是专门讲代码或系统设计的，但其中关于领导力、效率、团队动力等方面的见解对我们的世界非常相关。我整理了一些我最喜欢的部分，它们帮助我成为一个更好的工程师领导者，我认为它们也可以帮助你。也许周末可以轻松阅读一下！让我们开始吧。

Deep Work: 深度工作：

• Minimize distractions and shallow work. Carve out long stretches for intense focus and complexity.

  尽量减少干扰和琐碎的工作。为深度专注和复杂任务留出较长的时间段。

• Build rituals and routines to regularly do deep work. Protect this time.

  建立仪式和常规，定期进行深度工作。保护这段时间。

• Be mindful of your time spent on social media, Slack, too many meetings to preserve mental capacity.

  注意你在社交媒体、Slack上花费的时间，以及过多的会议，以保持心力的容量。

Atomic Habits: 原子习惯：

• Break down big goals into small, manageable habits. Focus on processes, not outcomes.

  将大目标分解为小的、可管理的习惯。专注于过程，而非结果。

• Create obvious cues and routines for habits to make them easy to start.

  为习惯创建明显的提示和常规，使其易于开始。

• Build habits in environments that reinforce them. Control cues and reward good behavior.

  在能够强化习惯的环境中培养习惯。控制暗示并奖励良好行为。

The Effective Executive:高效的执行者：

• Identify the few major areas where you can make the greatest impact vs. just doing busy-work

  确定几个主要领域，你可以在其中产生最大的影响，而不仅仅是忙于琐事。

• Manage your time effectively - focus on priority tasks without interruptions. Schedule thinking time.

  有效管理时间 - 专注于优先任务，不受干扰。安排思考时间。

• Make effective decisions - consider alternatives, weigh risks, consult with others, make clear choices.

  做出有效的决策 - 考虑各种选择，权衡风险，与他人咨询，做出明智的选择。

Multipliers: 乘数：

• Empower and challenge team members instead of micromanaging. Get people thinking and taking initiative.

  赋予团队成员权力和挑战，而不是过度管理。让人们思考并主动行动。

• Create space for people to contribute beyond their official roles. Draw out their skills.

  为人们创造超越他们官方角色的贡献空间。发掘他们的技能。

• Avoid accidentally diminishing people - belittling ideas, overcontrolling, underutilizing talent.

  避免无意中贬低他人——贬低想法、过度控制、未充分利用人才。

Thinking, Fast and Slow:《思考，快与慢》

• Understand the two systems driving decisions - fast intuitive vs. slow analytical thinking. Know their biases.

  了解驱动决策的两种系统-快速直觉与缓慢分析思维。了解它们的偏见。

• For complex analysis, create space from intuitions and emotions. Slow down and use structured reasoning.

  对于复杂的分析，要远离直觉和情绪。放慢节奏，使用结构化的推理。

• Watch for overconfidence, confirmation bias, anchoring, and other common mental errors when evaluating.

  在评估时要注意过度自信、确认偏见、锚定效应和其他常见的心理错误。

Getting Things Done: 高效完成任务：

• Maintain comprehensive to-do lists and calendars to stay organized. Break projects into next actions.

  保持全面的待办事项清单和日历以保持组织。将项目分解为下一步行动。

• Regularly review inboxes, projects, someday lists - process information into action.

  定期检查收件箱、项目和待办清单 - 将信息处理成行动。

• Create reminders and triggers to stay focused on your priorities and not slip on commitments.

  创建提醒和触发器，以保持专注于您的优先事项，不要在承诺上失误。

The Culture Code: 文化密码：

• Build psychological safety on teams so people feel comfortable taking risks.

  在团队中建立心理安全，让人们感到舒适去冒险。

• Encourage small signals of inclusion and caring between members.

  鼓励成员之间展现包容和关怀的小细节。

• Define core values and principles to guide decisions and norms.

  定义核心价值观和原则以指导决策和规范。

Radical Candor: Radical Candor: 激进坦诚

• Directly challenge people when their work needs improvement - be caring personally but candid professionally.

  在工作需要改进时直接向人们提出挑战 - 在个人上要关心，但在专业上要坦诚。

• Praise good work clearly and sincerely. Show you notice and appreciate their efforts.

  明确而真诚地赞扬出色的工作。表达出你注意到并赞赏他们的努力。

• Listen attentively and ask questions to understand issues fully before judging.

  认真倾听并在做出判断之前提问以充分理解问题。

Five Dysfunctions of a Team:团队的五大功能障碍：

• Build cohesion and trust between team members. Take time for personal connections.

  建立团队成员之间的凝聚力和信任。花时间建立个人关系。

• Encourage constructive conflict and open debate instead of forced consensus.

  鼓励建设性的冲突和开放的辩论，而不是强制达成共识。

• Ensure commitment to decisions, roles and plans. Involve the team in choices.

  确保对决策、角色和计划的承诺。让团队参与选择。

• Hold each other accountable for behaviors and results. Call out issues respectfully.

  相互对行为和结果负责。尊重地指出问题。

• Focus on collective results, not individual goals. Prioritize team success.

  专注于集体成果，而不是个人目标。优先考虑团队的成功。

The Innovator’s Dilemma:创新者的困境：

• Disruptive innovations often come from outsiders and new entrants, not incumbent leaders.

  颠覆性创新通常来自外部人士和新进入者，而不是现任领导者。

• Focus on customers’ evolving jobs-to-be-done, not existing product categories. Be ready to cannibalize your own products.

  专注于顾客不断变化的需求，而不是现有的产品类别。准备好自己的产品被自己的新产品取代。

• Separate disruptive teams from legacy business constraints. Empower them to experiment.

  将具有颠覆性的团队与传统业务限制分开。赋予他们实验的权力。

Think Again: 再想一想：

• Question your core assumptions and beliefs regularly. Be willing to change any view with new evidence.

  定期质疑你的核心假设和信念。愿意根据新的证据改变任何观点。

• Seek dissenting voices and have productive arguments to stress test ideas.

  寻求不同意见，并进行富有成效的辩论来对想法进行压力测试。

• Update your beliefs incrementally as the world changes. Don’t cling to old narratives too long.

  随着世界的变化，逐渐更新你的信念。不要过于固执于旧的叙述。

Debugging Teams: 团队调试：

• Look for process and communication problems before blaming people. Ask why before who.

  在责怪他人之前，先寻找流程和沟通问题。先问为什么，再问是谁的错。

• Rotate team members between positions to build empathy and avoid silos.

  在不同职位之间轮换团队成员，以建立共情并避免信息孤岛。

• Codify tribal knowledge and assumptions. Make work visible to spot gaps.

  将部落知识和假设进行系统化。让工作可见以发现漏洞。

High Output Management: 高产出管理

• Set clear, measurable goals. Break down strategy into specific, concrete tasks.

  设定明确、可衡量的目标。将战略分解为具体、具体的任务。

• Give frequent coaching and feedback focused on performance, not the person.

  给予经常的辅导和反馈，关注绩效而非个人。

• Delegate responsibility, but follow up on results. Inspect what you expect.

  委派责任，但要跟进结果。检查你所期望的。

The Lean Startup: 精益创业：

• Launch MVPs to validated learning vs. elaborate products. Test critical assumptions quickly.

  快速推出MVP来验证学习，而不是制作复杂的产品。迅速测试关键假设。

• Get out of the building. Interview customers, observe users, collect real data.

  离开建筑物。采访客户，观察用户，收集真实数据。

• Use innovation accounting to evaluate progress. Pivot if needed.

  使用创新会计来评估进展。如果需要的话，进行转变。

The Power of Habit:习惯的力量：

• Habits form through cue, routine, reward loops. Identify the cues to change habits.

  习惯是通过提示、例行程序和奖励循环形成的。识别提示以改变习惯。

• Make new routines easy to start and satisfying to do until they stick.

  让新的日常习惯易于开始并令人满意，直到它们变得固定下来。

• Keep early cues and rewards consistent as you change routines.

  在改变日常安排时，保持早期提示和奖励的一致性。

Decisive: 决定性的

• Widen options before deciding - don’t default to obvious choices. Consider more.

  在做决定之前，先拓宽选择范围，不要默认选择显而易见的选项。多考虑一些。

• Reality-test your assumptions and stories to avoid biases and blind spots in choices.

  在做选择时，要对自己的假设和故事进行现实测试，以避免偏见和盲点。

• Prepare to be wrong. Have plans to quickly recognize and recover from mistakes.

  做好准备，准备好犯错。制定计划，迅速认识并从错误中恢复。

Mindset: 心态：

• Praise efforts, strategies and processes, not intelligence or talent. Foster a growth mindset.

  赞扬努力、策略和过程，而不是智力或天赋。培养一种成长的心态。

• Embrace challenges to learn and improve. Don’t avoid failure.

  迎接挑战，学习和提升自己。不要回避失败。

• Focus on personal improvement vs outperforming others. Measure progress against past performance.

  专注于个人的进步而不是超越他人。将进步与过去的表现进行比较。

How to Win Friends and Influence People:如何赢得朋友和影响他人：

• Show genuine interest in people - ask about their lives, listen intently, and remember details. Make them feel valued.

  对人真诚地表现出兴趣——询问他们的生活，专心倾听，并记住细节。让他们感到被重视。

• Let people save face when wrong - don’t criticize publicly. Help them fix issues without embarrassment.

  当别人犯错时，给予面子，不要公开批评。帮助他们解决问题，不让他们感到尴尬。

• Encourage others sincerely. Appreciate their strengths and efforts. People crave recognition.

  真诚地鼓励他人。欣赏他们的优点和努力。人们渴望被认可。

• Get people saying “yes” early in conversations. Build momentum and rapport for bigger asks.

  在对话开始时就让人们说“是”。为更大的要求建立动力和融洽关系。

Crucial Conversations: 关键对话：

• Start tough conversations calmly. Make it about issues, not attacking people. Clarify intents.

  冷静地开始艰难的对话。将焦点放在问题上，而不是攻击个人。澄清意图。

• Share your story and perspective early. Explain why you see things as you do.

  早点分享你的故事和观点。解释为什么你看事情的方式是这样的。

• Ask open-ended questions to understand others’ views. Listen first, don’t judge prematurely.

  提出开放性问题来了解他人的观点。先倾听，不要过早评判。

• Agree on a mutual purpose and goals upfront. Stay focused on resolution, not winning.

  事先达成共同目标和目标。专注于解决问题，而不是赢得胜利。

Extreme Ownership: 绝对责任**：**

• Take complete responsibility for team performance. Don’t make excuses - take action to fix issues.

  对团队的表现负起完全的责任。不要找借口，而是采取行动来解决问题。

• Audit your operations and processes first when problems arise. Look for process issues before blaming people.

  当出现问题时，首先审查您的运营和流程。在责怪他人之前，先寻找流程问题。

• Encourage team members to exercise disciplined initiative within a decentralized command structure. Empower daily decision making at the edge.

  鼓励团队成员在分散的指挥结构中行使纪律性的主动性。赋予边缘层面每日决策的权力。

The Manager’s Path: 经理之路：

• As a new manager, focus on 1:1s, feedback, and coaching over fancy frameworks. Build trust.

  作为一名新任经理，把重点放在一对一会议、反馈和辅导上，而不是花哨的框架。建立信任。

• For directing managers, align your org to strategy through OKRs, not top down orders. Enable autonomy.

  对于管理者来说，通过OKR而不是自上而下的命令来使组织与战略保持一致。提供自主权。

• For VP+ roles, actively nurture the culture and values. Set the tone at the top.

  对于副总裁级别的职位，积极培养企业文化和价值观。在高层树立榜样。

• Develop broad perspective and strategic thinking as you advance. Zoom out beyond the immediate.

  在你不断进步的过程中，培养广阔的视野和战略思维。超越眼前的局限，放大视角。

Here are 5 more detailed book takeaways from your list that I think would be highly relevant for programmers:以下是你的清单中另外5个更详细的书籍要点，我认为对程序员非常相关：

Start with Why: 从为什么开始：

• Clearly define your team’s purpose and reason for existing beyond profits. Align teams to a shared mission.

  明确定义团队的目标和存在的理由，超越利润。将团队与共同的使命对齐。

• Communicate from the inside-out. Start communications by explaining why you do what you do.

  从内而外进行沟通。通过解释你为什么做你所做的事情来开始沟通。

• Hire those who connect with your purpose, not just skills. Passion for the mission is critical.

  招聘那些与你的目标相契合的人，而不仅仅是技能。对使命的热情至关重要。

Good to Great: 从好到优秀：

• Get the right people on the bus first. Great vision and plans only work if the team is highly capable.

  首先确保招募到合适的人才。伟大的愿景和计划只有在团队高度能力的基础上才能实现。

• Confront brutal truths about your company’s situation and capabilities. Make data-driven decisions.

  面对公司的现状和能力的残酷真相。做出数据驱动的决策。

• First Who, Then What - build a cohesive team of self-motivated people before cascading directives.

  先找人，再定事——在下达指令之前，建立一个有凝聚力的自我激励团队。

• Focus on excellence in your core business before diversifying. Master something before moving to adjacencies.

  在拓展业务之前，专注于核心业务的卓越。在进入相邻领域之前，先掌握某一领域的技能。

First Things First: 首要的事情：

• Prioritize work based on importance instead of just urgency. Focus on high-leverage activities.

  根据重要性而不仅仅是紧急性来优先处理工作。专注于高效活动。

• Schedule weekly planning to be proactive vs. reactive. Align tasks to key roles and goals.

  制定每周计划，积极主动而非被动应对。将任务与关键角色和目标相一致。

• Batch similar tasks to optimize time. Build routines and habits for efficiency.

  批量处理相似任务以优化时间。建立高效的例行程序和习惯。

The Lean Product Playbook:精益产品手册：

• Rapidly test demand by pre-selling MVPs or crowdfunding instead of overbuilding.

  通过预售MVP或众筹来快速测试需求，而不是过度建设。

• Talk to customers early and often. Iterate based on qualitative insights, not just data.

  与客户早期和经常交流。根据定性洞察进行迭代，不仅仅依赖数据。

• Validate risky hypotheses first - focus testing on the biggest assumptions and unknowns.

  首先验证风险假设-将测试重点放在最大的假设和未知领域上。

• Avoid stagnation by revisiting vision regularly. Plan pivots when needed.

  定期回顾愿景，避免停滞不前。需要时进行计划转变。

Welp, those are just a few of the many gems I picked up across these fantastic books. Expanding our thinking into diverse subjects like biz, psychology and leadership brings so much back to our day-to-day as devs. Technical skills are table stakes - being an awesome teammate, manager and leader is so much of the sauce.

嗯，这只是我在这些精彩的书籍中学到的一些宝贵经验。将我们的思维拓展到各种不同的领域，如商业、心理学和领导力，对我们作为开发人员的日常工作带来了很多收益。技术能力只是基本要求 - 成为一个出色的团队成员、经理和领导者才是真正的关键。

I’d encourage you to pick up a few of these titles that caught your eye (disclaimer - I do use affiliate links but please feel free to directly seek the books). We can all get better at programming and soft skills by learning from other fields. No book has all the answers but they provide tons of food for thought. Alright, code on my friends.

我鼓励你挑选一些吸引你眼球的书籍（免责声明 - 我使用的是推广链接，但请随意直接寻找这些书籍）。通过从其他领域学习，我们都可以在编程和软技能方面变得更好。没有一本书能够回答所有问题，但它们提供了大量的思考材料。好了，朋友们，继续编码吧。

📓 关于作者：Addy Osmani is a Software Engineer at Google working on the Chrome web browser. He is the author of books like Image Optimization and Learning JavaScript Design Patterns. He has also written a number of open-source projects like Yeoman, TodoMVC, Quicklink and Material Design Lite.Addy Osmani是Google的软件工程师，负责Chrome网页浏览器的开发。他是《图像优化》和《学习JavaScript设计模式》等书籍的作者。他还开发了一些开源项目，如Yeoman、TodoMVC、Quicklink和Material Design Lite。