Being an Engineering Manager

Your team typically expects you do the best of both worlds: manage people and support technical decisions
  • situation — the situation demanded someone to lead, the position was offered to you, and you accepted
  • challenge — you would like to test yourself on another path
  • aptitude — at some point you realised you're good at leading people, sometimes even more so than coding
  • curiosity — "what does a manager do? I want to experiment"
  • software rockstar — you're very good coding, so probably you will be good at managing too (probably someone thought so)
  • career progression — the only way to "make progress" in your career in terms of visibility and compensation would be taking a managerial position

Software Rockstar

  • communicate technical problems and solutions in a business manner
  • identify what is not working in the team's development process and suggest new approaches
  • don't look only at the short term, but mainly for the long term; know the vision for your team and align with them
  • valuate more develop people than develop code.

Career Progression

I'm an Engineering Manager now

The three Pillars: people, product and technical.

Manager of Managers

The Engineering Manager driven Company

Baby-sitting effect

What a good Manager should do (IMHO)?

  • share knowledge with your team and the community
  • train and develop new managers
  • anticipate potential sources of failure
  • hire, keep and develop the best
  • creates a development plan for ICs and more than that: help them to achieve that
  • fire someone when it's needed
  • receive feedback with good listening
  • create goals for the team that matches with the company goals
  • give constructive feedback in a straightforward manner
  • identify gaps and improve team’s development process
  • be a decision maker and results-oriented
  • communicate technical problems and solutions in a business manner
  • resolve conflicts and deal with ambiguity in many diverse scenarios
  • be involved in cross-company initiatives to promote and foment the company’s culture
  • be always obsessed to serve customers with high quality standards
  • knows what metric are important to your product(s), follow and improve it
  • has a good relationship and trust in his peers, such as product managers. Also knows the boundaries between both sides
  • don’t look only for the short term, but mainly for the long term; know the vision for your team and align with them
  • promote and give visibility to the team’s work
  • evaluate and develop people more than code.

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