Engineering Management

The QB of the Code: How to Lead Like an NFL Head Coach

Simple skills and techniques to manage a dev team

KC Chiefs Head Coach Andy Reid hoisting his 3rd Lombardi Trophy for winning Super Bowl LVIII

Imagine the Super Bowl, tension hangs thick in the air as the Chiefs face a crucial 1st and goal. Mahomes fakes a handoff, draws defenders, and leaves Hardman wide open for the winning touchdown. A play etched in history, a testament to Andy Reid’s coaching brilliance.

Just like Reid’s strategic mind, great engineering managers (EMs) are rare gems. While junior devs become mid-level and then senior, the path to EM can be daunting. Why? Many developers, comfortable in their coding cocoons, struggle with the transition to people management.

People Management: Creating a Safe Space

This, for most EMs, is the biggest hurdle. Introverted by nature, many devs find themselves thrust into unfamiliar territory, expected to lead and nurture talent. The key? Building trust and fostering a safe environment. This means:

• Delegating effectively: Provide clear direction, support, and guidance.
• Socializing: Get to know your team, ask about their lives, and build rapport.
• Stepping outside your comfort zone: Introverts, authenticity is key. Be yourself, but be present.

My first tech lead role was on a project with Digital-Impact in San Mateo (Tom Brady’s hometown) doing JSP, EJB’s and Oracle 8i. While I was technically strong, I could not hide the discomfort and anxiety that I was under in that role. I became an extrovert — I did not choose it but leading became easier after the transition

Communication: More Than Words

Information overload plagues organizations. EMs need to be clear and concise communicators. Here’s how:

• Favor Slack over email: Utilize threads, but keep them manageable.
• Fact-check meticulously: Squash misinformation before it spreads. I see this all the time and it can be extremely frustrating. Designate someone or take the lead to get to an agreement, even if it is temporary. Watch out for instigators. They like to throw a wrench to make things complicated without nudging towards a solution. Pull them aside, and provide guidance, then use the example to make them better so that they can mentor others in the future.
• Be transparent: If unsure, call a timeout and clarify that some of the facts may be incorrect. Appoint someone, or designate yourself to resolve and clarify the matter, if no one volunteers. Set a deadline, e.g., 3PM today we will send a status, and follow thru.
• Align your team: Translate organizational direction into actionable plans. 49ers coach Kyle Shanahan was criticized for not ensuring that his team knew about the OT rules. This oversight left his team mentally and physically unprepared. The Chiefs players knew the rules, were better prepared and won the Super Bowl. Keep your team aligned with whats going on and prepared.
• Brevity is key: In meetings and messages, be pedantic and direct.
• Read your audience: Edit messages for clarity and impact.
• Recognize and appreciate: Acknowledge efforts, good or bad.
• Meetings: Use them only as needed. Be prepared with an agenda and manage the clock -30 min or less is ideal. Table long discussions, that do not involve others in the meeting.

Nothings Wrong

This last one is my signature contribution to humanity. I do not say hello, or how are you when I initiate communication, with people that I know. This include friends, family, ex-wife and colleagues. Instead, I pre-fix the message with “Nothings wrong”, then I get to my topic.

Conversely, if someone initiates a conversation without the NW, I will invariably ask, “What’s wrong?” Let’s face it, short of someone saying, the PIZZA is here, nothing beats “nothings wrong”.

The is is the hub of the team, but needs to communicate externally

Technical Skills: Not the MVP

While a good grasp of technology is crucial, coding isn’t the primary EM skill. Your focus should be on the bigger tech picture and processes:

• Reviewing code: Assess logic, design, readability, and maintainability — or — assign this role to a tech lead. Use tools such as Sonar to help with the review.
• Validating designs: Document design or architectural decisions. Do they adhere to overall standards? Do they meet the technical roadmap to support the company’s direction.
• Identifying red flags: Watch out for poor exception handling and magic numbers.
• Mentoring and availability: The EM is like the head coach, they don’t play on the field, but the wrong EM is very detrimental to the team.
• Opportunities: Just like 3rd down conversions, use failures and convert them to learning opportunities and move the chain.

In Conclusion: Leading the Way

Whether you are a technical EM, or one better at managing from the business end, being an EM is a multifaceted and demanding role. It requires strategic thinking, effective communication, and a deep understanding of people. By channeling your inner Andy Reid, fostering a supportive environment, and communicating clearly, you can lead your team to victory, one project at a time. Remember, the best EMs are not just managers, they’re coaches, guiding their team to achieve greatness.

Congratulations to the Kansas Chiefs and Andy Reid for winning Super Bowl LVIII.