In the best engineering organizations, engineers tend to get a lot of support from managers. And it works!
But I've yet to see a place that gave *proper* support for the frontline managers supporting their teams. It works for a while: until these managers burn out and leave.
But I've yet to see a place that gave *proper* support for the frontline managers supporting their teams. It works for a while: until these managers burn out and leave.
"Proper support":
- Mentors in the org for line managers
- Team meetings with the "manager team" that's both a safe space to vent, and to take action
- Involving EMs in top-down decisions that will hit their teams
- Running retrospectives with the EMs, and acting on them
- Mentors in the org for line managers
- Team meetings with the "manager team" that's both a safe space to vent, and to take action
- Involving EMs in top-down decisions that will hit their teams
- Running retrospectives with the EMs, and acting on them
While I know a *lot* of frontline engineering managers who are amazing at taking care of their team, managers of managers and directors suddenly "forget" to do the same with their EMs.
Directors will often assume EMs don't need this. On the medium- and long-term: they would.
Directors will often assume EMs don't need this. On the medium- and long-term: they would.
Don't get me wrong: being a manager is more responsibility, more distractions etc.
But all orgs I've worked at - and ones I know - all focus on IC wellbeing, and managers are assumed they take care of themselves.
Look at your manager attrition % vs IC % to see how that's going.
But all orgs I've worked at - and ones I know - all focus on IC wellbeing, and managers are assumed they take care of themselves.
Look at your manager attrition % vs IC % to see how that's going.
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