Navigating the Journey of a New Engineering Manager: Insights
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Chapter 1: My Transition to Engineering Management
Approximately two and a half years ago, I had the chance to transition from a Software Engineer to a Software Engineering Manager. Though I had pursued managerial roles in the past, this marked my first genuine opportunity to embrace the responsibilities of an Engineering Manager at a new organization.
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It’s no secret that I gained a wealth of knowledge during this period, making both commendable and regrettable decisions. With a couple of years of experience under my belt, I’d like to share some essential insights for any new Engineering Manager embarking on this journey.
Section 1.1: The Importance of Weekly 1-on-1s
It may seem cliché, but scheduling a weekly one-on-one meeting is crucial. Dedicating at least 30 minutes each week allows for relationship-building, understanding challenges, and celebrating successes without needing to arrange additional meetings.
When team members feel the urge to discuss issues, it’s best to address them promptly rather than allowing them to linger. Delaying conversations can lead to employees feeling that their situations are unchangeable, potentially driving them to seek other opportunities. As a manager, part of your role is to foster employee retention, as turnover comes with significant costs.
If a team member becomes visibly upset while discussing their concerns, it’s vital not to mirror their emotions. Instead, strive to understand their feelings and express gratitude for their openness. I’ve learned the hard way that responding emotionally can hinder constructive dialogue.
Weekly one-on-ones are invaluable, and while it’s tempting to skip them, even a brief check-in can yield better outcomes in the long run.
Section 1.2: Embracing Change within the Team
If you’re being promoted internally or joining an established team, it’s likely that some members may choose to leave. Reasons can include:
- Reluctance to change managers and rebuild relationships
- Pursuing a managerial role elsewhere
- Difficulty adjusting from peer to manager dynamics
These departures are not indicative of your managerial abilities. Recognizing these signs early on can help you prepare. Familiarize yourself with the hiring process and ensure you have a plan in place should turnover occur.
Chapter 2: Maximizing Team Potential
In the video titled "I Quit My Job As An Engineering Manager (What I Learned)," the speaker shares personal experiences and lessons learned during their tenure as an engineering manager.
As a leader, your primary goal should be to amplify your team’s efforts. You might find yourself in meetings that your team isn’t privy to, and it’s your responsibility to advocate for structural changes that benefit the entire group. Understanding your company’s direction allows you to effectively promote changes that align with both your team’s needs and broader business objectives.
There will be times when you need to step in and assist your team directly, building trust in your capability. However, it’s essential to recognize your limits and communicate them to avoid creating unrealistic expectations.
Section 2.1: Clear Communication is Key
When you expect others to remember crucial dates or adjust their behavior, clarity is paramount. State your expectations explicitly and reiterate them across various platforms (e.g., Slack, email, meetings). Different individuals absorb information differently, and repeating your messages will enhance retention and understanding.
As a manager, you must also stay updated on changes in company policies and be prepared to discuss them with your team, addressing any questions they might have.
Section 2.2: The Value of Feedback
As a Software Engineer, daily feedback is readily available: the amount of code written, tests completed, and successful production shipments. However, as a manager, it often takes longer to see the impact of your efforts. One of the most rewarding aspects of being a manager is helping team members find positions where they excel or guiding them toward their career objectives.
To obtain timely feedback on your performance, simply ask, “Do you have any feedback for me? Is there anything I should start, stop, or continue doing?” This straightforward approach can yield valuable insights.
Section 2.3: Coaching Over Mentoring
One of my realizations as a manager is the importance of adopting a coaching role rather than just being a mentor. While mentorship has its merits, it can sometimes limit others' problem-solving abilities.
As a coach, you should foster a trusting relationship and encourage team members to think critically and devise their own solutions. Ask probing questions and reflect their thoughts back to them, allowing them to arrive at conclusions independently. This approach not only enhances engagement but also prepares more leaders within your organization.
In the video "The BIGGEST MISTAKE New Engineering Managers Make," the speaker emphasizes common pitfalls that new engineering managers should avoid.
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