4 Useful Insights on How to Become an Engineering Manager

There is no defined path and guide that shows an individual contributor (IC) how to become an engineering manager. That’s why you're here. If you have an interview coming up, simplify your Engineering Manager interview prep with our specialized courses.

You can dive deep into your expertise as an IC, but engineering management demands more. “A good manager has a happy and growing team and, simultaneously, delivers the business results,” says Ikram-ul-Haq, who has worked as an engineering leader for 15 years in Meta, Lyft, Microsoft, and eBay. Read this summary of our webinar with Ikram-ul-Haq to get valuable insights from his experiences.

Introduction#

Video Transcript Summary [00:00]: Hey, everyone! I'm Steve Yi, leading Growth and Marketing at Educative. Thanks for joining our webinar on becoming an engineering manager. Let’s start by introducing yourselves and sharing where you’re tuning in from in the chat. Seeing our diverse audience from Seattle to Sri Lanka, Egypt to Mexico is fun. Feel free to use the chat for comments, but if you have questions for our speaker, put them in the questions tab. Upvoting helps too.

Today, we have Ikram, with 15+ years of leadership experience in tech. He’s from Katanemo, his new startup, and he’s held leadership roles at Meta, Lyft, Microsoft, and eBay. He has even contributed to the founding of Microsoft Azure. Ikram is also the author of our course “Grokking the Engineering Management and Leadership Interviews,” designed for those shifting or advancing in tech leadership. It covers people and project management, collaboration, and acing interviews. It’s a valuable resource for career changers.

Educative offers more, like AI-assisted coaching in coding interviews. This feature, marked by a label, provides in-depth feedback. It guides you through coding exercises. It also offers suggestions for improvement and ensuring accurate code.

Ikram covers various topics on becoming an engineering manager. Start by aligning motivations for effective management. He delves into the skills needed beyond technical expertise. He’ll explore the shift from an individual contributor to managing others. He will also guide you through common pitfalls. He also addresses the challenge of meeting new performance goals. These goals include transitioning from solo work to team success. Let’s hear Ikram’s insights.

Is It Worth Being an Engineering Manager?#

When transitioning from being an individual contributor to an engineering manager, consider the following:

• Personal objectives

• Your capabilities

• Your inclinations

Do you have a passion for leadership? Do you enjoy nurturing talent and thrive on steering strategic efforts? Then a managerial role would be good for you.

What should your motivations be for switching to an engineering manager role?

Video Transcript Summary [6:37]: Motivations for engineering management. Hi everyone! Thanks, Steve, for the intro. Thanks to the Educative Community too. I have 17+ years of experience in software development and am a startup founder at Katanemo. And I led the data platform team at Meta. Transitioning to an engineering manager (EM) role has challenges. I hesitated in 2018, despite offers, but then embraced it. Why switch? Some reasons are weak, like if you want to avoid coding or feel stuck as an individual contributor (IC). EM isn’t for everyone. You must have a genuine desire and skills for people management. You should know collaboration and have a willingness to learn.

Good reasons to switch? If you're people-oriented, collaborative, and like to invest in learning, it fits. New skills are vital. Let’s delve in. Steve, next slide?

Sure. A question from Navid on the pros and cons of becoming a manager. We’ll discuss this soon now.

Thanks, let’s proceed.

What Skills Do You Need to Become an Engineering Manager?#

Here are the qualities you should have if you are working on how to be a good engineering manager:

• Solid technical expertise

• Skill in project management

• Effective communication

• Strong hiring abilities

• Business acumen

• Knowledge of how to empower and engage your team

Video Transcript Summary [12:09]: What are the pros and cons of staying a Tech Lead? Transitioning to an EM role varies by individual and context. What is engineering management? EM requires extra skills, including people management. We'll cover transitioning needs and how to determine if it suits you. I’ve seen people shift to managers only to realize their strengths lie elsewhere. Let’s proceed to the next section.

Skills essential for EM include good people skills and tech lead experience. Different situations can lead to this transition. Being a successful IC with cross-team and business collaboration skills is crucial. EMs focus on people management, hiring, and performance evaluation. Defining a good manager involves leading a happy, growing team and achieving results.

Personal experiences matter. Transitioning requires new skills. People management brought new challenges and rebuilt relationships with team members. Learning to author strategy documents involved mentorship, training, and reading.

For project management, I faced challenges in strategy writing and guiding teams. I was navigating ambiguity. Having a mentor, training, reading, and creating a transition plan were crucial steps.

Video Transcript Summary [21:19]: Essential management skills include relinquishing control. Conducting effective one-on-ones and leading diverse teams is very important. In management, the impact comes through others, necessitating control release. One-on-ones build trust and relationships, prioritizing meaningful discussions over status updates.

Leading inexperienced teams requires strategic approaches. I led an under-experienced Lyft team. I brought in skilled members from other teams for growth. During a tech recession, managerial roles' expendability varies. Smaller companies might cut managers, while larger ones value them for team health and happiness.

Management requires yielding control, prioritizing relationships, and fostering growth in diverse teams. Amid tech recessions, the importance of managerial roles depends on company size and recognition of their impact.

What to Expect During the Transition from IC to Engineering Manager#

When you're an individual contributor, you influence the results you achieve. But, as an engineering manager, it's crucial to give up the urge for absolute control. Failure to do so can lead to a bottleneck. You will be overseeing every aspect of the process while managing engineers.

Video Transcript Summary [30:43]: Moving on, let’s discuss the transition process. Like the Office series, the shift can be humorous yet complex. Transitioning from an IC to a manager requires acquiring new skills and investing time. You might start immediately due to a departing manager, but it's better to prepare for success by upskilling.

A recommended two-year process involves starting with discussing transitioning with your manager. Create a comprehensive plan to address skill gaps, like people management and conflict resolution. Engage mentors and training. Remember, your initial performance might differ from your strong IC performance. The transition isn't just a promotion; it’s a distinct shift.

In essence, plan for the transition, focus on personalized growth and adapt to the change in performance dynamics.

You're stepping into the role of a manager. Looking back, when I was an engineer, I was a stellar individual contributor. But, I got a reality check during one of my early management reviews when a direct report labeled me the second-worst manager they ever had. I couldn't help but wonder why I wasn't the worst. Sharing this tale, I want to mention something. Even though my track record was impressive, my first foray into management led to a low-performance rating. It was an eye-opener, highlighting the need for new skills. I had a fantastic manager and mentor who guided me through the transition. In a few months, I transformed into a successful manager. Team satisfaction was low, but by focusing on the minutiae and reshaping relationships, the following survey revealed a significant improvement  — my proudest moment.

Shifting gears, let’s delve into a question from Daniel. It’s pertinent, especially for those in large tech companies with diverse roles. Personality traits and passions are pivotal in determining fit for project managers, product managers, or engineering managers. In my experience, roles like project managers and technical program managers, despite their differences, often coexist in significant tech corporations like Meta, Microsoft, and eBay. While transitioning between these roles can be complex. It’s workable, especially if you've honed people management skills.

Becoming a product manager or TPM follows a different trajectory, which demands distinct skill sets. The transition process has many phases, varying in duration from company to company. At Meta, it spanned nearly a year, with replacement finding built into the timeline.

Mentorship is a powerful resource. Your leadership team and mentors provide guidance, but a dedicated mentor offers a fresh perspective on conflict resolution, people management, and relationship-building. Crafting an estimated timeline for transition and identifying areas of growth is pivotal. Also, ensure a smooth handover by finding your replacement, a task essential for a successful transition. Juggling both roles is challenging but vital. Whether growing a tech lead from within or hiring from an external source, securing your replacement is critical.

Once the shift is complete, set explicit expectations. Collaborate with your manager and mentor to chart goals for the first month, quarterly objectives, and the broader picture for the first year. Regular self-assessment against these targets is indispensable. While there will be formal performance evaluations, ongoing self-evaluation is critical. These strategies align with a successful transition, ensuring a robust foundation for your new managerial role.

Avoiding Pitfalls in Engineering Management#

When you move from engineer to manager, an essential thing to consider is that you’re now in charge of a group of people. If you don't spend time creating good connections and nurturing positive relationships with your team members, you won't be able to lead well. Let’s see what wisdom Ikram shares about avoiding common mistakes as an engineering manager.

Video Transcript Summary [44:49]: Let’s dive into avoiding some common pitfalls that we’ve touched upon earlier in our conversation. One significant challenge I faced when stepping into the EM role was instant gratification. In coding, you could fix a bug and witness the immediate impact, but as an EM, that instant gratification is often absent. The journey to see the results of your efforts can be lengthy — a stark difference.

Transitioning from a role you loved to EM can be bewildering. The debate about whether to continue coding rages on and I'm not opinionated. While focusing on team growth is paramount, engaging in some coding, especially on less critical aspects, is justifiable and, at times, beneficial — especially with a smaller team.

The life of an EM involves myriad tasks that may lack immediate, tangible outcomes. Unlike the deployment of code, results can be hard to measure, leading to days where achievements seem elusive. But this role’s impact materializes over time — nurturing a robust, flourishing team and fostering their careers.

A subtle relationship shift with former peers occurs when you become their manager. The trust may waver, and once-simple opinions now hold greater weight. Sharing thoughts carries new implications, which calls for careful consideration. Even in a nurturing environment, your words wield a different influence.

Embracing a managerial role prompts a shift in your approach to impact. While shipping products remains impactful, growing people, fostering teamwork, and handling conflicts take center stage. As a manager, understanding these avenues of impact becomes essential.

Now, let’s address the complex topic of managing personalities that clash. This issue resonates with many. Balancing personal and professional dynamics is crucial. Avoiding preferential treatment, even among those you’re friendly with, maintains fairness and equal growth opportunities.

Embracing diversity in your team, even if it means a mix of personalities, fosters innovative thinking. But, not all team members will be friends. As a manager, intentional choices are pivotal to maintain a fair environment where everyone can learn and prosper.

As we approach the end of our discussion, it's evident that the transition to an EM role presents challenges and shifts in perspective. With careful navigation, a focus on growth, and a commitment to fostering strong relationships, you can navigate these waters. Your journey as an engineering manager is an ongoing exploration. It yields rewards over time.

Valuable Resources on How to Become an Engineering Manager#

Video Transcript Summary [52:05]: Let’s discuss some impactful resources and books that have shaped my career. While transitioning to an engineering management (EM) role, I delved into several enlightening reads. Here are three standouts:

• Becoming an Effective Software Engineer by Dr. James Stanier — A must-read for EM role transition. This book offers strategies and insights on diverse aspects, aligning with today's themes.

• Crucial Conversations: Tools for Talking When Stakes are High by Joseph Grenny, et al. — This book, although I’ve only read half of it, is invaluable not only for EM aspirants but for everyone. It provides tools for effective communication and dialogue.

• Grokking the Engineering Management and Leadership Interviews course on Educative — While subjective, I recommend my course too. This resource complements the course we mentioned earlier, focusing on foreign concepts.

As we conclude, here is a quick reminder of upcoming opportunities:

Don't miss out on our interview prep landing page at www.educative.io/interview showcasing popular courses like system design, coding interview patterns, AI-assisted coaching, and more.

Thank you, Ikram, for sharing your insights. We appreciate your presence, and we look forward to engaging with you further. Remember, these webinars occur monthly, so stay tuned for more valuable discussions. We will address your questions, and we hope you found this session beneficial. Please like and subscribe to our channel, and let us know if there are other languages or topics you'd like us to explore. Visit us at educative.io for a diverse range of over 600 courses spanning programming, web development, data science, system design, and interview prep. Our courses feature pre-built Dev environments, eliminating setup hassles. Thank you for tuning in, and feel free to explore our related videos.

Join Our Next Webinar#

Ikram has summarized the shift from individual contributor to engineering manager. Being new at this role, you should keep an open mind and learn. Avoid the common pitfalls in this blog, and you can make steady progress! You can view the slide content in the webinar video on the Educative YouTube channel.

Interested in joining similar conversations? Subscribe to our newsletter now to get regular updates on upcoming webinars.