Leading vs. Managing in the Engineering World
When we discuss engineering teams, two terms that often come up are leadership and management. These roles are critical and complementary, with each bringing a unique set of skills to the table.
Different skill sets
Firstly, it’s crucial to understand that leadership and management are not interchangeable; they require different skill sets. While management is about overseeing the day-to-day operations and ensuring tasks get done, leadership is about inspiring and motivating the team towards a shared vision. In an engineering context, leaders often focus on strategic thinking, driving innovation, and setting long-term goals, while managers keep an eye on project deadlines, quality control, and skill development.
A real-world example many of us might relate with is a team constantly bogged down by unexpected tasks, bugs, high severity incidents, and a large amount of tech debt. An engineering leader might tackle this issue by setting a future-oriented vision for the team where tech debt is under control, driving cross-department collaboration to manage expectations around unplanned work, and mentoring team members to develop their skills to handle challenging situations better. In contrast, an engineering manager might establish an efficient triage process, provide detailed feedback on work processes, and balance team workload effectively.
The Need for Both
Successful engineering teams require both robust leadership and effective management. Leaders shape the future of engineering, nurturing talent, influencing team dynamics, and fostering a culture of innovation. Simultaneously, managers ensure the smooth execution of strategies, focus on performance feedback and skill development, and play a critical role in maintaining high-quality output.
Leaders give the team something to aspire to, and managers handle the logistics to get there. Balancing these two roles creates a supportive, engaging work environment that encourages growth and innovation.
Leadership within an engineering team can emerge from any role and is not confined to a specific title or level of seniority.
This means that leaders can be found among senior engineers, junior engineers, project managers, architects, or even interns. What sets these individuals apart is their ability to inspire others, to communicate effectively, and to drive towards a shared vision. They often exhibit a strong understanding of the bigger picture and how their team’s work fits into it.
Moreover, they aren’t just experts in their technical domain but also possess a solid understanding of the business side. They are proactive, strategically minded, and continuously seeking ways to improve processes or solve problems. Often, they are the ones their teammates turn to for advice or when they need help navigating challenges. They are open-minded, receptive to new ideas, and create an atmosphere that encourages learning and growth.
Transitioning from Manager to Leader
For engineers aspiring to move into leadership roles, it’s essential to recognize that leadership goes beyond technical expertise. Emotional intelligence, strategic thinking, and the ability to inspire and motivate others are critical leadership skills. Cultivating these skills can lead to a smoother transition from management to leadership.
Leaders also focus on long-term career growth and potential. They help their team members see the bigger picture and their role in achieving it, creating a sense of purpose that can drive motivation and performance.
The Critical Role of Management
While leadership is important, the role of management in executing strategies and ensuring high-quality output can’t be underestimated. Managers ensure that the team’s skills are being effectively utilized, provide constructive feedback, and are often more involved in the day-to-day tasks. They’re the ones ensuring that the ship is not only sailing in the right direction but also that it’s running smoothly.
Leadership and management in the engineering world aren’t competing roles — they’re two sides of the same coin. Both roles bring different strengths to the table and, when combined, they can drive a team to achieve their best work, spur innovation, and create a positive and productive work environment. Balancing these two roles effectively is key to driving success in the engineering world.
A team with a strong leader but weak manager might have a clear vision and high motivation but might face challenges in operational efficiency, day-to-day productivity, and individual career progression. Whereas a team with a strong manager but weak leadership might excel in operational efficiency and consistency, they may struggle with innovation, motivation, strategic direction, and adaptability.
The learning continues in…
- All chapters — The Engineering Manager’s Pocket Guide
- Chapter 3 — Building Trust and Alignment with Your Manager
- Chapter 4 — The Four Agreements for Cross-Functional Software Projects
- Chapter 5 — What Engineering Managers Can Do to Reduce Throw-Away Work
- Chapter 6 — Stakeholder Management For Engineering Leads
- Chapter 7 — One-way & Two-way Door Decisions
- Chapter 8 — From Busy to Productive: Time Management Tips for Engineering Managers
- Chapter 9 — Constructive Feedback Strategies Every Leader Should Know
- Chapter 10 — Leading vs Managing in the Engineering World
If you have any thoughts or experiences to add, let me know! Respond to this post or let me know on LinkedIn. I’m happy to talk about anything software engineering related.
