Who is Engineering Manager?

Managing products and projects was relatively easy. There were some rules, education, and algorithms to follow, and you were ready to go. However, Engineering Manager is a relatively new position that needs to be better defined. While there are some default things you can find in any vacancy, there are also a lot of differences.

For instance, in one vacancy, they may want you to do pair programming or drop everything and code with the team where needed. At the same time, in another, they may ask you to have technical experience but not code because you can motivate people better. So, where is the truth?

Once, during an interview with a potential Engineering Manager, the question was asked, "What would you do if there was a conflict between team members?" He replied, "It’s a problem of the team. So they should solve it by themselves. I will stay apart."

There are two ways you can become an Engineering Manager:

Option A - You grow from Senior Engineer or Technical Lead to Engineering Manager within the same company.

Option B - You apply for the Engineering Manager role at another company.

For Option A, an Engineering Manager does more because he/she comes from a technical background. A simple rule for Engineers is: Provide information on time → Don’t put sticks in their wheels → Appreciate what they do.

Let's discuss each element of the rule:

"Provide information on time" - Ensure that information is provided on time so developers/engineers have enough knowledge and time for the most optimal solution. A team can work efficiently and is happy to build new features.

"Don’t put sticks in their wheels"—Avoid creating stressful situations by changing the deadlines and scope of the project. If all details are agreed upon, estimates are done, and the deadline is defined, don't try to change the scope of the project, as it might simplify many things and skip some functionality.

"Appreciate what they do" - Developers also like praise and appreciation. Give them compliments, gifts, promotions, and bonuses.

The main goal of an engineering manager is to make engineers happy so they are motivated to grow and learn new frameworks and tools to bring more significant value to the company. It's a win-win strategy.

However, besides the Engineering Manager role, there are way more tasks that this person handles, with a slightly higher salary. When this person recognizes it and leaves the company, a new vacancy will be created to find a replacement for the Engineering Manager. HR departments create a vacancy for a new Engineering Manager, including all the tasks performed by the previous Engineering Manager. Sometimes, they need to recognize that most of the functions from the vacancy have nothing to do with the Engineering Manager role.

This is where Option B comes in. HR departments look for a new Engineering Manager from outside the company for a higher salary and with some missing experience because it's impossible to find a perfect match. This person comes from a managerial background, possibly from a different branch, and this Engineering Manager should learn about teams, build trust, and define processes. It costs a lot of time. And then we come to the default routine defined by somebody else—1 to 1, retrospectives, alignment meetings, etc.

Why? Because someone decided it's the best way to keep people motivated. Some tools might work for some companies, but would they work for you? Do you think an Engineer should wait two weeks until the next one-on-one?

It’s all about people. If you make your teams happy, they will be motivated and work better, resulting in end-customer satisfaction and making your business more successful. Who cares what standard or non-standard tools you use to achieve this goal?

Engineering managers are crucial in leading technical teams and driving project success. Here are seven essential skills for engineering managers:

Technical proficiency.
While not always required to be at the same level as individual contributors, engineering managers should possess a solid understanding of technical concepts relevant to their team's work. This helps them make informed decisions, provide guidance, and effectively communicate with their team members.

Leadership.
Practical leadership skills are paramount for engineering managers. They must inspire and motivate their team, set clear expectations, and foster a positive work environment. Leadership involves providing guidance, support, and mentorship to team members while holding them accountable for their performance.

Communication.
Strong communication skills are essential for engineering managers to convey ideas, facilitate collaboration, and resolve conflicts. They must communicate effectively with team members, stakeholders, and other departments to ensure alignment and project success.

Team building & management.
Engineering managers must excel in building and managing high-performing teams. This involves recruiting top talent, fostering a culture of trust and collaboration, and empowering team members to achieve their full potential. They should also excel in team organization, delegation, and task prioritization.

Decision making. 
Engineering managers often face complex decisions that impact project timelines, resource allocation, and team dynamics. They need to make informed decisions quickly and confidently, weighing various factors such as technical feasibility, business requirements, and team capabilities.

Problem solving.
Engineering managers should be adept at identifying and solving problems arising during development. Whether addressing technical challenges, resolving conflicts within the team, or overcoming obstacles to project delivery, strong problem-solving skills are crucial for success.

Strategic thinking.
Engineering managers must think strategically about their projects' and teams' long-term goals and objectives. This involves aligning technical initiatives with business objectives, identifying opportunities for innovation and improvement, and anticipating future challenges and trends in the industry.

By mastering these seven skills, engineering managers can effectively lead their teams, drive project success, and contribute to their organization's overall growth and success.

Thanks for reading ;-)