How technical do you need to be to be an Engineering Manager?
Most people will tell you VERY.
I think not. You can be an avg engineer + a great EM. In fact, if you’re too technical of a manager it could hurt you.
Speaking as a software engineer turned manager, here’s why:
Engineering Managers’ primary responsibilities are two-fold:
1. Steer engineers to build the right things 2. Retain, hire + promote engineers
Let’s dig into the skill set you need for each one.
To build the right things, you need to know:
- the problem it’s solving
- system capabilities + blockers
- how the user will interact w it
Do you need to be extremely technical to do this? Absolutely not!
You need a *good enough* understanding of the tech. What does this mean?
Deeply know the system architecture (data flow, limitations, use cases) + data models, specifically what your team owns + integrates with.
Maybe even poke around the code for better understanding.
But if you go beyond that you’re stepping on your engineers’ toes.
Spend majority of your time on clearing blockers for your devs. This means:
- Clarify requirements + set tech limitations w PM
- Get the right people to provide design feedback + support
- Help coordinate QA + launch
Let devs do what they do best — code!
Now, building the team
This will take up most of an EM’s time between keeping the team happy, hiring for open roles + promoting folks.
Not to mention dealing w poor performers.
How do you do this well? You have to invest in your people.
For each person, figure out:
- What problems + areas they like to work on
- What they avoid
- How they best communicate + work w others
- What idea/area they want to work on next
- What role they want next
Between these two priorities you will be busy with a lot of coordination, meetings + writing.
It’s opposite of an engineer’s day, which is why most engineers hate being an EM 😉
But also, just bc you’re not the best engineer doesn’t mean you won’t be a great EM!
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Everyone tells you to “protect your mental health”. That’s hard when you’re an employee + not in charge of the situation or environment.
Recently I found myself getting anxious about work bc of multiple factors — morale, teammates, mounting expectations.
What worked (so far):
Told my manager early
I didn’t wait till it got really bad, to the point I was burnt out. I told him I was starting to experience anxiety bc of these factors + foresaw it building w what was coming up.
He appreciated the honesty + ability to course correct.
Pinpoint the issues
Instead of just saying “I’m anxious”, I figured out what was causing me anxiety. For me:
- Specific teammates morale
- Upcoming team changes
- Increased scope
I've been an Engineering Manager for 6 years, at start-ups and big cos. One of the most important lessons I've learned as an EM is a key ingredient to managing well + propelling your growth that most people avoid:
💡Weekly Updates
But you don't write just anything in them.
As an EM, you're managing a lot of people's expectations on top of your team's performance.
Weekly updates are the best way to update leadership, report project changes, and get everyone on the same page.
Why do people tend to avoid them?
More often than not, the update is fine so no one responds. It can feel like overhead to write something weekly that people may or may not read.
BUT if you stop you lose: historical context, ability to course correct quickly, and trust.