Talk: Key aspects of managing senior engineers

I went to LeadDev London and gave a talk and I loved it.

It was completely nerve wrecking and amazing at the same time, and I’d rather not think too much about the amount of hours that went into preparations. It was a 10 minute talk, and it’s really interesting how the very limited amount of time puts a lot of constraints on the work. It was a lot of fun, and now I just want to do it again, and become a better speaker.

I wanted to share the talk here on my blog as well! I’m very keen to hear your thoughts on this topic!

I find it so interesting how great leadership often happens in the background. We tend to think of it as the grand gestures and the bold moves, when it’s really more about small but intentional adjustments to help create the desired ripple effects.

And on this topic, I’ve noticed this pattern, this perception that once you have reached a certain seniority level, you don’t need that much management support. And similarly, the notion that as a manager you don’t have to spend as much time or energy on the senior engineers.

But…there’s a danger in this!

Because, senior engineers are often put in key positions; they’re the technical lead on the business critical project, driving complex collaborative efforts across the organization, or being the backbone of a team helping it reach high performance.

So, what happens if we’re not there for them?

I want to argue that instead of leaving the senior engineers by themselves we have the opportunity to lean in, change our approach, and make a difference.

My name is Katja Lotz, and I work as an Engineering Manager, currently at Epidemic Sound and previously at Spotify.

I started my career as a developer, and have spent almost 15 years in various leadership roles in different companies.

Epidemic Sound is a music tech company based in Stockholm, Sweden on a mission to soundtrack the world, because we believe that music has the power to elevate stories and make them come alive.

Today, I’m here to talk about key aspects of managing senior engineers, but I want to point out that this is really for everyone.

Because we’re all in this together! So for all engineers here, let this serve as inspiration and a guide for what you can expect and request from your manager.

Before we dive into the specifics, let me start with the fundamentals. And yes, you’ve heard this a million times by now, and yes, I know you know, but it’s so crucial that I simply can not skip it…

Because it all starts with trust. Every relationship between an employee and their manager is unique, and to be fruitful it needs to be based on a foundation of trust. And, whether we like it or not, it is on us as the managers to nurture and foster that environment, where this precious trust can grow.

And when I say senior engineer, I’m not talking about the job title. I mean any engineer who has worked in the field for several years and seen their fair share of successful products and beautifully architected systems, as well as the spaghetti code bases full of tech debt, the failed initiatives and big bang releases of products that users never loved.

Senior engineers have gained a lot of experience over the years. They’ve had hundreds of 1:1s, numerous development talks, they’ve gotten a ton of feedback.

Some of them might have outgrown the usual engineer to manager interactions and rituals and are interested in something else. They are looking for a more pragmatic relationship with their manager, maybe more of a partnership.

In order to achieve that, we as their managers need to change. We need to make a shift in how we engage with them and what we focus on.

I’ve identified three different areas where this shift in focus can be really powerful for the growth and success of senior engineers.

Let’s take a look!

First off, Nurture the multiplier effect

In my opinion, the most important aspect of being a senior engineer is the ability to see the bigger picture and understand what is needed to elevate the whole rather than completing individual tasks.

Simply put, it’s making everything and everyone around you better, by

• adapting to the situation at hand, being proactive and bring clarity and guidance that people need,
• leading by example and being a role model, via mentoring, coaching, teaching and knowing when to do what,
• fostering psychological safety, by including everyone, being vulnerable, and open about not knowing and making mistakes.

My role in this is to clarify the value and importance of taking on this approach. I make sure to consistently notice and reward signs of being a multiplier, because these are behaviors will in turn fuel the growth and development of others.

Secondly, Decipher organizational complexity

Organizations are complex and the complexity grows as the organization scales. Furthermore, they are made up of people, and people make connections and form relationships, and these typically stretch across the organizational boundaries anyway.

So, understanding how the organization functions under the hood is really key as you grow senior. Being able to answer questions such as How do you build momentum around an initiative? Who are the influencers? How are decisions made and who gets to decide?

As a manager, I push the senior engineers to be curious about what is going on outside of their current scope. I encourage them to build their personal network with intention, across the organization. And I always support them in having skip level conversations, as that is a great way for them to better understand high level strategies and company priorities.

Last, but not the least, Provide opportunities

As a manager, you are going to be in forums where your engineers are not and get access to some information before they do. For example, you will get a heads up on a new project that would be a perfect challenge for a senior engineer on your team.

In order to successfully do this, I help the senior engineers on my team identify their strengths and explicitly define their goals. I support them in pursuing these goals, by highlighting areas where I can see them excel and connecting them to people who can inspire and challenge them.

Being an advocate for the senior engineers on your team, and creating awareness around their career ambitions and growth goals is your responsibility as their manager. This sponsorship is especially important for people from under represented groups, where we know that the habit of self promotion is not as prevalent.

So to summarize, when you focus on

Nurturing the multiplier effect, deciphering organizational complexity and providing opportunities, you are giving senior engineers the tools and support they need to successfully influence the organization and the people around them.

And, here’s the invitation!

Let’s introduce this shift in how we engage with senior engineers. Let’s be there for them, and support them to grow to their full potential. Let’s become the catalysts and leaders who create those ripple effects.

We all know how powerful this is!

Thank you!