Background
Having extended my role in management over the last few years, I wanted to start jotting down some of my learnings in this series. As you move into a management role, there are a few characterstics to keep in mind, and how to eventually scale yourself out.
Management is more of an art, that needs patience and experience to build your skills. There are a lot of resources out there, and I would suggest the following books for anyone who wants to get started:
- Leading Change
- The Manager’s Path
What makes a good manager?
At a high level there are three essential characterstics which form the baseline for any tech manager.
- He/She is generally able to retain talent in their team (i.e. does not have high attrition)
- He is largely able to adhere to his product/delivery timelines
- And last but most importantly, he is actively interested, and does a good job of grooming individuals within his team.
What to expect from a manager?
- One on One’s
- Feedback and Workplace Guidance
- Training and Career Growth
Engineering management sits at the intersection of technology and people management. Unlike technical roles, where the focus is on code, architecture, or solving complex problems, engineering managers (EMs) also have the responsibility of nurturing teams, aligning goals, and driving outcomes that matter to the business.
What if you are new?
If you’re just stepping into this role, here’s a quick primer on what makes an effective engineering manager:
- Balancing Technical and Managerial Responsibilities
An engineering manager often needs to walk a fine line between staying technical and managing people. You don’t need to be hands-on every day, but understanding the technical architecture and challenges your team faces helps you guide them better. Trust in your team’s technical skills, but be prepared to dive into code reviews or design discussions when necessary.
- Building and Developing Teams
One of your most critical responsibilities is assembling the right talent. That starts with hiring well but doesn’t end there. You’ll need to nurture your team’s growth through coaching, mentoring, and providing continuous feedback. Each engineer’s career path is different, so balancing individual goals with team needs requires both empathy and strategic thinking.
- Effective Communication
Good communication is at the core of effective engineering management. Whether you’re discussing project goals with executives, giving feedback to engineers, or talking to stakeholders, clear, concise, and transparent communication builds trust and alignment. Don’t just focus on the “what” but also on the “why” of decisions to ensure buy-in.
- Prioritization and Focus
In fast-paced engineering environments, there’s always more work than time. Prioritization becomes key, both at a project level and in terms of where you spend your own time. Focus on high-leverage activities that drive results and empower your team to take ownership of tasks.
- Aligning Engineering with Business Goals
Engineering teams sometimes get lost in solving technical problems without connecting them to broader business objectives. As an engineering manager, you need to ensure that your team’s work aligns with the company’s vision and strategy. Build an understanding of business metrics, so your decisions can balance both technical excellence and business impact.
- Fostering a Healthy Team Culture
The culture of your team is a reflection of your leadership. Foster a culture where feedback is encouraged, people feel safe to make mistakes, and there’s a commitment to continuous improvement. Trust and psychological safety are key to unlocking high performance.
- Handling Challenges
Engineering managers deal with many challenges, from tight deadlines to technical debt and interpersonal conflicts. It’s your job to navigate these while maintaining team morale. Problem-solving should not just be reactive; aim to build processes that prevent recurring issues.
