Navigating the Transition from Engineer to Engineering Manager
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The Shift in Perspective
Throughout your career, you may have focused intensely on the intricate aspects of computing systems. However, as you transition into a managerial role, that detailed understanding must now be applied to your team, department, and the company as a whole.
It's not uncommon to hear engineers express frustration about non-technical managers who seem out of touch. This sentiment is valid and widespread. Yet, how many engineers aspire to leadership roles? In my experience, such ambitions are quite rare. Many may aspire to be a technical lead or architect, but the idea of conducting reviews, coaching, or attending endless meetings is often unappealing.
Unfortunately, this belief that moving into engineering management requires abandoning technical skills is a significant issue in the tech industry. It's a cycle that perpetuates itself: engineers encounter inadequate (or ill-suited) managers, leading to a poor perception of the role. This reluctance to embrace management positions results in a continuous hiring of non-technical managers, or engineers being promoted against their wishes, which fosters resentment.
Recently, I spoke with a friend who lamented that while the engineering managers at her firm were technically adept, they lacked the ability or desire to effectively lead their teams. Consequently, the engineers felt overlooked and stagnant in their careers, with their teams lacking proper direction. The managers were too preoccupied with coding to engage meaningfully in meetings or provide necessary coaching.
This is a prevalent yet avoidable issue.
The Importance of Bridging Skills
When I first made the leap into engineering management, my team members were surprised by my interest in this shift. I viewed it as a significant advancement—a combination of the skills I had acquired over the years. With a foundation in soft skills training complemented by a solid technical education, I found I could effectively advocate for my team's needs.
In truth, engineers are often promoted into management roles because those skills are vital for success. They are not expected to abandon their technical acumen; rather, they should enhance it as they assume management responsibilities. The amalgamation of these skills will enable you to support your team effectively.
As you step into an engineering management position, it's crucial to reacquaint yourself with soft skills that may have fallen by the wayside during your time as an individual contributor. You assume responsibility for both your team's well-being and the quality of your product. You can no longer distance yourself from the direction of your team; you become a guiding force. While you may not have complete control over overarching decisions, you will influence aspects such as team culture, training, technical decisions, and the professional development of your team members.
Leaders must empower their teams, recognize their strengths, and help them navigate their weaknesses. The saying holds true: people don't leave jobs; they leave managers. Therefore, it's essential for technical team members to have a leader who understands, empathizes with, and supports their unique challenges.
The first video, "What I WISH I KNEW before becoming engineering manager," explores the essential lessons and insights that can help aspiring engineering managers navigate their new roles.
Responsibilities and Challenges
As a manager, you will participate in meetings with upper management, where you can advocate for your team's needs. Your technical expertise allows you to argue for reasonable deadlines, especially when you recognize that certain tasks are technically challenging or require specific tools.
You will also oversee reviews and career coaching, necessitating strong interpersonal communication and empathy. Understanding your team members' roles and being able to track and analyze relevant metrics is crucial. I have observed that many managers track metrics without understanding the context behind them, which can lead to misguided conclusions.
As an engineering manager, you possess unique insights into your team's dynamics, challenges, and strengths. You can discern patterns that others may miss and address root causes rather than merely treating symptoms. Employing systems thinking—viewing your team and business through a technical lens—enables you to recognize and resolve systemic issues, rather than penalizing individuals for shortcomings.
You will also find yourself in numerous planning meetings, where you have the chance to influence sprint planning. Your role as a senior engineer will evolve into one where you analyze requests and provide technical input. While bureaucratic obstacles may hinder progress, your technical background equips you to understand business needs and guide your team toward solutions that satisfy various stakeholders.
When disagreements arise among engineers regarding the best approach, you are in a prime position to mediate and facilitate compromise. Ultimately, you become the one person capable of finding common ground.
Embracing Responsibility
With these new responsibilities comes accountability for your team’s performance, not just your own. If your team falters, it reflects on you. Conversely, if your team excels, you receive credit for their successes. Thus, embracing your new role is paramount for fostering your team's growth and performance.
Reflecting on my earlier conversation, the managers in question were competent developers but remained fixated on their individual performance, neglecting their teams' needs. The most challenging aspect of management is the ability to step back and view your team and the systems influencing them without bias. This crucial skill is often not taught or emphasized in training.
As you transition from focusing on the minute details of computing systems to overseeing broader organizational dynamics, the change can be daunting.
Fostering Growth
Growth opportunities are generally seen positively; however, many engineers perceive the development of soft skills negatively. The tech industry needs more technically proficient leaders who can bridge the gap between business needs and development teams, fostering healthier and more productive work environments.
If we continue to delegate this role to non-technical managers, we risk widening the divide within our organizations and diminishing morale among engineers. If you're a skilled software engineer with aspirations for leadership, I encourage you to connect with me—I would love to support your career journey!
Conversely, if you are an engineer uninterested in leadership, that's perfectly valid. I hope this article provides a fresh perspective and perhaps a newfound appreciation for those well-suited leaders in your life.
The second video, "I Quit My Job As An Engineering Manager (What I Learned)," shares valuable lessons learned from stepping away from a managerial position.