Unspoken Realities of Engineering Management: Navigating the Constant Current of Personal Crises
Engineering management is a role that extends far beyond technical expertise and project deadlines. One of the largely unspoken aspects about leading a team is — the perpetual presence of personal crises among team members and the struggle to get team members realize it themselves so that the manager can provide support appropriately. In this post, we delve into the unexplored territory of managing the emotional burden that comes with supporting your reports through their own life challenges.
The “Human” Element: Engineering managers are not just managers of projects and systems; they are leaders of people. Recognizing the “human” element and emotions is pivotal in understanding that, inevitably, your team members will grapple with personal crises. These crises can range from familial losses and health issues to interpersonal conflicts within and outside of the workplace.
The Unseen Weight: A manager of 6 or more individuals is, in essence, a caretaker of the emotional well-being of a diverse group. The untold reality is the constant presence of an emotional burden carried by managers who are actively engaged in helping their team members navigate personal crises along with their own personal crisis. This weight goes unnoticed but is an integral part of the managerial experience.
Support & Understanding: Technical challenges can be solved through expertise, but personal crises demand a different set of skills — empathy, patience, and understanding. Engineering managers find themselves in a constant cycle of trying to get the person to open up and provide support, whether it’s lending a listening ear, offering flexibility in work arrangements, connecting team members with appropriate resources.
Managerial Dynamics: The unending nature of personal crises/problems coupled with the unending amount of todos/work has a profound impact on the dynamics within the managerial world. Managers must strike a delicate balance between being a supportive figure and maintaining professional boundaries. The challenge lies in providing adequate support without crossing any personal boundaries along with not compromising the efficiency and productivity of the team.
Navigating Emotional Terrain: Engineering managers, often trained in problem-solving and technical expertise, find themselves navigating unfamiliar emotional terrain. This requires the development of emotional intelligence, adaptability, and the ability to offer guidance without overstepping personal boundaries. This is where leaders with high EQ do really well on people management. Organizations should provide adequate amounts of training for managers to navigate this successfully.
Culture of Compassion: Acknowledging the perpetual cycle of personal crises within a team prompts the question of how organizations can foster a culture of compassion. By recognizing the human side of management, companies can implement policies and practices that support both the professional and personal growth of their employees. Managers should raise some of the common personal struggle themes and discuss with their HR business partners to help make better benefits decisions for the organization.
Self-Care for Managers: Managers in addition with project and technical pressure, carry the emotional burdens of their team members, this impacts their own mental health. So it is imperative to address the need for self-care. Organizations should encourage managers to seek support themselves, whether through mentorship, peer networks, mental health services or professional coaching.
The reality of engineering management is the continuous presence of personal crises among team members impacting the team and their own performance. Acknowledging this aspect of the role is essential for both managers and organizations striving to create supportive, compassionate, and resilient teams. As the narrative around engineering management evolves, embracing the human side of leadership is key to fostering an environment where individuals can thrive both personally and professionally.
