How to transition from an engineer to a manager
There’s no hyperbole in saying that engineering and management are two entirely separate gigs. Going from being an engineer to being an engineering manager isn’t merely a change in title.
You have been promoted to engineering manager, and we are excited about your new role. So what's next? Transitioning from an engineering role into engineering management is not an easy transition. Great engineering leaders share the same attributes, but knowing them is insufficient. Your daily work has completely changed, and you must learn a ton daily.
What are the challenges when transitioning from an engineer to a manager?
Have a growth mindset.
The first thing you need to consider is your mindset. Do you believe you can take on extra responsibility? If you don't, it'll be more challenging because what we think about ourselves significantly impacts whether others will believe in us.
Leadership readiness is a concept in leadership development. It measures a person's willingness to learn, grow and develop leadership abilities. The best training in the world isn't helping if you don't feel ready to take it on.
It's essential for someone transitioning from a single contributor to a people manager to take the time and ask themselves if they want to do this. It would be best to have a better reason than a larger paycheck. You don't need to have all the answers and be 100% ready, but make sure you can grow into it.
Trust your team.
When you lead a team, you can't be involved in every single line of code. When you're a full-time manager, your focus has to shift from creating extraordinary results to developing your team to create those exceptional results. Trust your team, and don't micromanage them. Letting your team make mistakes to learn from them is fundamental to leadership. Think of these experiences as ways to grow together. You win or lose as a team, so celebrate wins and enforce a no-blame culture.
Don't pretend to know everything.
New leaders often feel they must have all the answers for their team, technically and organizationally. It's a misconception. Step away from the technical aspects, so the people on your team will have more technical insights than you. You need to realize that you don't have to have all the answers, but you need to guide the team to the right one and provide the resources they need. Be transparent about what you know and what you don't know.
Leaders are not born.
A common misconception is that leaders are born and not made. Research proves this wrong. The latest numbers show around 30% of leadership ability comes from genetics. And up to 70% is developed through life experiences and training. Leadership skills can be learned and developed over time. You shouldn't feel like you must be a natural leader to become a great one.
Imposter syndrome
All new leaders will experience imposter syndrome; for many, it never disappears. Imposter syndrome, also called perceived fraudulence, involves feelings of self-doubt and personal incompetence that persist despite your education, experience, and accomplishments. You might be a new leader and have a great deal to learn, but there is a reason you were promoted to management. Don't lose sight of that fact.
Strategies to cope with imposter feelings include talking about what you are experiencing, questioning your negative thoughts, and avoiding comparing yourself to others. Establishing a mentor and a peer group where you feel safe to discuss your feeling and progress toward becoming an impactful leader will help with your imposter syndrome.
What are the common mistakes when engineers transition into management?
Lack of communication
All relationships need good communication to be successful, and leading a team is no different. If you want to be successful as a leader, you need to build a relationship with each member of the group, your peers, and your boss. You have four directions you need to communicate: up to your manager, down to your team, and side-to-side with your peers and other stakeholders you're working with.
Learn to be a good communicator and spend time learning what each you communicate with cares about. Consider how frequently they need an update from you and what information they need. When in doubt, overcommunicate. You'll rarely get complaints about too much information. Problems are usually caused by a lack of communication rather than too much communication.
Lack of expectations
If you don't set explicit expectations, people make up expectations. This will lead to frustration for both of you. Don't sweat the small stuff, but make sure your teams know what you expect of them and what is important to you.
You should also know precisely what metrics or goals you will be measured by in your new role. It guides your focus and drives for good performance. If you neglect this, you may find a rude awakening that you weren't doing what your manager expected.
What skills should you develop as a new engineering manager, and what actions should you take?
Develop your vision
Work with your manager or mentor to develop a vision for your team. A vision is about establishing the "why" of your team. What's the purpose or mission of your company? Does your team have a mission that supports the organization's mission? What does your team value? Your vision should be clear, forward-looking, and inspiring. Cascade your vision to each person on the team so they know exactly why they are essential to the team's and the organization's success. Helping people understand their contribution and why they're there is a great motivator.
Build trust
To build trust, you have first to extend trust. Many things go into trust, but it's about creating psychological safety in your team. Be transparent with your team and model what success and failure mean to them. You can model failure by owning your mistakes; they'll feel like they can do the same, be honest, and trust you as a leader. Praise members of your team in public and keep criticism to private conversations. While holding people accountable, your team needs to know you have their back and that any complaint will be confidential.
Create accountability
Develop people who seek to hold themselves accountable. Make sure you see the difference between holding people accountable and developing a culture where people are responsible for themselves. You need to help people understand the goals of others and their impact on them. Expect great things from your team so they can rise to the occasion.
Get the right people on the bus.
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations ensure they have the right people on the bus and the right people in the key seats before they figure out where to drive the bus. Ensure you have the right people in the correct positions to set them up for success. You may need to hire for a new skill or upskill your team; knowing the difference is essential.
Where possible, put people in roles they love that will challenge them and give them a visible career path. For example, someone who loves data modeling probably shouldn't be doing infrastructure work. If you put them in the correct position, your engineers will grow their skills and advance from junior to senior roles. They will flourish and be happy.
Win and lose as a team
Focus on rewarding team achievements rather than individual success. People will be encouraged to build up the team's success rather than focusing solely on themselves. Leadership is all about ensuring people work together collaboratively. Overcoming challenges and celebrating wins together help build a robust team-first culture.
Listen first
Listening is critical for leaders. What you can learn when you ask a question and truly listen to the other person without interrupting or letting your mind wander is amazing. Stephen R. Covey said, “Seek first to understand and then be understood.” We’ll understand more if we start by listening more than we talk.
Wrapping it up
Transitioning into a leadership role is an exciting time. It’s a significant milestone in your career and can open any number of future opportunities for learning and growth. It's also a tremendous responsibility. You are helping others navigate their careers and driving even more value for your company.
Even if your company doesn't have the resources to invest in your new role, it’s essential that you acknowledge your leadership transition, learn to take stock of your strengths, and honor your developmental areas when it comes to managing people. Never stop looking for ways to grow and improve your leadership skills.
"Let's continue to lead with purpose, passion, and positivity and inspire those around us to do the same."