Fixed typos

.gitignore

@@ -0,0 +1,131 @@
+# Byte-compiled / optimized / DLL files
+__pycache__/
+*.py[cod]
+*$py.class
+
+# C extensions
+*.so
+
+# Distribution / packaging
+.Python
+build/
+develop-eggs/
+dist/
+downloads/
+eggs/
+.eggs/
+lib/
+lib64/
+parts/
+sdist/
+var/
+wheels/
+pip-wheel-metadata/
+share/python-wheels/
+*.egg-info/
+.installed.cfg
+*.egg
+MANIFEST
+
+# PyInstaller
+#  Usually these files are written by a python script from a template
+#  before PyInstaller builds the exe, so as to inject date/other infos into it.
+*.manifest
+*.spec
+
+# Installer logs
+pip-log.txt
+pip-delete-this-directory.txt
+
+# Unit test / coverage reports
+htmlcov/
+.tox/
+.nox/
+.coverage
+.coverage.*
+.cache
+nosetests.xml
+coverage.xml
+*.cover
+*.py,cover
+.hypothesis/
+.pytest_cache/
+
+# Translations
+*.mo
+*.pot
+
+# Django stuff:
+*.log
+local_settings.py
+db.sqlite3
+db.sqlite3-journal
+
+# Flask stuff:
+instance/
+.webassets-cache
+
+# Scrapy stuff:
+.scrapy
+
+# Sphinx documentation
+docs/_build/
+
+# PyBuilder
+target/
+
+# Jupyter Notebook
+.ipynb_checkpoints
+
+# IPython
+profile_default/
+ipython_config.py
+
+# pyenv
+.python-version
+
+# pipenv
+#   According to pypa/pipenv#598, it is recommended to include Pipfile.lock in version control.
+#   However, in case of collaboration, if having platform-specific dependencies or dependencies
+#   having no cross-platform support, pipenv may install dependencies that don't work, or not
+#   install all needed dependencies.
+#Pipfile.lock
+
+# PEP 582; used by e.g. github.com/David-OConnor/pyflow
+__pypackages__/
+
+# Celery stuff
+celerybeat-schedule
+celerybeat.pid
+
+# SageMath parsed files
+*.sage.py
+
+# Environments
+.env
+.venv
+env/
+venv/
+ENV/
+env.bak/
+venv.bak/
+
+# Spyder project settings
+.spyderproject
+.spyproject
+
+# Rope project settings
+.ropeproject
+
+# mkdocs documentation
+/site
+
+# mypy
+.mypy_cache/
+.dmypy.json
+dmypy.json
+
+# Pyre type checker
+.pyre/
+
+.DS_Store

Managing-Managers.md

@@ -27,7 +27,7 @@ Managers constantly face push from the Business to deliver value quickly while f
 
 ## Goals
 
-Aligning the team's goals and the individual's goals is critical to ensure a scenario where the team delivers value to organization while its members make progress in their careers. This is usually known as a win-win scenario because both sides (team and individual) get something in return.
+Aligning the team's goals and the individual's goals is critical to ensure a scenario where the team delivers value to the organization while its members make progress in their careers. The manager should try to create a win-win scenario where both sides (team and individual) get something in return.
 
 ![Goals](/charts/dashboard-goals.png)
 
@@ -40,7 +40,7 @@ Aligning the team's goals and the individual's goals is critical to ensure a sce
 
 ## Planning
 
-Although short-term vs long-term planning is sometimes seen as a "business vs tech" type of discussion (see Delivery), this is not always true. In many cases, the manager needs to balance the trade-offs between a quick business (or technical) solution and a long-term one. Do we fix this bug quickly or we invest in the proper technical solution? Do we create a quick throw-away spike or we invest in a well-designed feature?
+Although short-term vs long-term planning is sometimes seen as a "business vs tech" type of discussion (see [Delivery](#delivery)), this is not always true. In many cases, the manager needs to balance the trade-offs between a quick business (or technical) solution and a long-term one. Do we fix this bug quickly or invest in the a technical solution? Do we create a quick throw-away spike or we invest in a well-designed feature?
 
 ![Planning](/charts/dashboard-planning.png)
 
@@ -53,7 +53,7 @@ Although short-term vs long-term planning is sometimes seen as a "business vs te
 
 ## Oversight
 
-Managers have a hard time balancing how to delegate effectively without losing the control over their teams. Staying connected to the details without micromanaging is certainly one the most difficult tasks for a manager (especially for managers of managers).
+Managers usually have a hard time balancing how to delegate effectively without losing the control over their teams. Staying connected to the details without interfering is certainly one the most difficult tasks for a manager (especially for managers of managers). It is important for managers to empower the team to make decisions while being on top of what is going on.
 
 ![Oversight](/charts/dashboard-oversight.png)
 
@@ -65,7 +65,7 @@ Managers have a hard time balancing how to delegate effectively without losing t
 
 ## Relationships
 
-Most managers will excel at building relationships with their direct reports (managing down) and with their supervisor (managing up). But they tend to undervalue their relationships with the rest of the organization (managing across), making it hard for them to succeed at cross-team initiatives and at building coalitions in times of need.
+Most managers will excel at building relationships with their direct reports (managing down) and with their supervisor (managing up), but they tend to undervalue their relationships with the rest of the organization (managing across). Lack of focus on horizontal relationships adds risk to cross-team initiatives and reduces the manager's visibility of the team's impact.
 
 ![Relationships](/charts/dashboard-relationships.png)
 
@@ -75,13 +75,13 @@ Most managers will excel at building relationships with their direct reports (ma
 | Direct Reports | Peers / Other Teams |
 | Indirect Reports | Users |
 
-## Conclussion
+## Conclusion
 
-Assessing managers require a slightly different perspective, their actions have a higher impact on their teams when compared to other members, among other responsibilities they are in charge of keepingh things balanced.
+Assessing managers require a slightly different perspective, their actions have a bigger impact on their teams and therefore they are in charge of keeping things balanced.
 
-Managers should balance each area -delivery, goals, planning, oversight and relationships- in a way that is sustainable over time. Not all areas might require to be balanced the same way; the seniority of the team, company culture, and business context might move the arrow closer to one side or the other (that is why the green area is a range and not a single value). Having said that, it is important to avoid getting too close to any of the extremes.
+Managers should balance each area —delivery, goals, planning, oversight and relationships— in a way that is sustainable over time. Not all areas might require to be balanced the same way; the seniority of the team, company culture, and business context might move the arrow closer to one side or the other, the green area is a range and not a single value. Having said that, it is important to avoid getting too close to any of the extremes.
 
-In summary, understanding how each manager is doing on each area is a good starting point to assess how successful they are in their role.
+In summary, understanding how each manager is performing on each area is a good starting point to assess how successful they are in their role and therefore help them to move forward in their careers.
 
 # Other Pages
 

README.md

@@ -129,4 +129,5 @@ Levels 8 and above vary drastically from company to company. Organizations of di
 * [**Tech Lead**](TechLead.md)
 * [**Technical Program Manager**](TechnicalProgramManager.md)
 * [**Engineering Manager**](EngineeringManager.md)
-* [**Tech Lead vs Engineering Manager**](TechLead-EngineeringManager.md)
+* [**Tech Lead vs Engineering Manager**](TechLead-EngineeringManager.md)
+* [**Managing Managers**](Managing-Managers.md)