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@ -11,28 +11,26 @@ tags = [
# Learning to be a manager # Learning to be a manager
I'm about 80% manager these days. Some time ago I took on the role of Manager Some time ago I took on a Management role at work. This is a role that, seven
at my current place of employment. This is a role I would have sworn I never ago, I swore I never wanted, but life experience has a way of changing how you
wanted to have 7 years ago. But life experience has a way of changing how you
feel about certain things. Before joining this company I experienced one of the feel about certain things. Before joining this company I experienced one of the
least competent engineering managers I had ever worked with. Up to then I had most incompetent engineering managers I've ever worked with. I've had some sub-par
had some sub-par experiences but never true incompetence. I realized that I experiences but never true incompetence. I realized that I needed a better
needed to better understand what an engineering manager needed to do. I needed understanding of what an engineering manager should do. I needed
some survival skills and the best way to do that is to learn on the job. If I some survival skills and the best way to do that is to learn by doing. If I
got a chance to experience some of that in future roles I decided I would take got a chance to experience some of that in future roles I decided I would take
the opportunity. So here I am with a role that is 80% managment and 20% the opportunity. So here I am with a role that is 80% managment and 20%
technical. In theory I think it was intended to be 50/50 but reality differs technical contribution. In theory I think it was intended to be 50/50 but reality differs
quite a bit. quite a bit.
> Engineering Management is hard > Engineering Management is **hard**
Engineering Management is **hard**. I don't think I realized just how hard I don't think I realized just how hard managing people is until I experienced
until I experienced it for myself. Some of the problems are fundamentally it for myself. Some of the problems are fundamentally unsolvable. The most you
unsolvable. The most you can hope for is to manage and mitigate the fallout. can hope for is to mitigate the fallout. You can't just hack your way around
You can't just hack your way around people problems and management has a people problems and management has a considerable amount of people problems
considerable amount of people problems to solve. I've been learning a lot in my to solve. I've been learning a lot in my on-the-job training experiment, and
on-the-job training experiment. I'd like to talk a little about what I've been I'd like to talk about what I've learned.
learning.
# Communication # Communication
@ -43,9 +41,8 @@ In many ways being an engineering manager is about being a translator. You are
a conduit between the needs of the business and the capabilities of the a conduit between the needs of the business and the capabilities of the
engineering team. Walking a fine line between what the business needs to stay engineering team. Walking a fine line between what the business needs to stay
in business and what it takes to create scalable technology is not an easy in business and what it takes to create scalable technology is not an easy
task. You have to tell both sides no sometimes. They usually don't want to hear task. You have to tell both sides no sometimes. I've learned that honesty,
it when you say no. I've learned that honesty, transparency, and tact are the transparency, and tact are the among the most important attributes of a good manager.
among the most important attributes of a good manager.
## Honesty ## Honesty
@ -54,57 +51,56 @@ to your engineers about when and how you'll be able to tackle technical debt.
Don't promise procedural changes that you can't realistically deliver. Be Don't promise procedural changes that you can't realistically deliver. Be
honest about what you are empowered to accomplish. Be realistic about the honest about what you are empowered to accomplish. Be realistic about the
capabilities of the team to the business. Don't oversell and don't undersell. capabilities of the team to the business. Don't oversell and don't undersell.
If you lose the trust of either side you will be ineffective in your role. If you lose the trust of either side you'll be ineffective in your role.
> People appreciate it when you are honest about your failings > People appreciate it when you are honest about your failings
> and diligent in addressing them > and diligent in addressing them
Come clean when you mess up. You aren't any more perfect than the next guy. Come clean when you mess up. You aren't any more perfect than the next guy.
Sometimes you'll drop something on the floor. When it happens acknowledge that Sometimes you'll drop something on the floor. When it happens acknowledge
it was your mistake and work to address it. People appreciate it when you are your mistake and work to address it. People appreciate when you are
honest about your failings and diligent in addressing them. It gives them faith honest about your failings and diligent in addressing them. It gives them faith
that you will be honest with them and they can trust you. that you will be honest with them and they can trust you.
Being transparent when you can and being forthright about it when you can't be Being transparent when you can and being forthright about when you can't be
transparent are important. Everyone like to understand the reason for decisions transparent are important. Everyone like to understand the reason for decisions
that they don't like. If they are able to put those decisions in context it they don't like. If they are able to put those decisions in context it
goes a long way toward calming them and helps them to see whether there is a goes a long way toward calming them and helps them to see whether there is a
light at the end of the tunnel or not. They understand that you can't always light at the end of the tunnel. They understand that you can't always
share everything with them but they appreciate it when you are honest about share everything with them but they appreciate when you are honest about
that handicap and when you share what you can. that handicap.
## Tact ## Tact
Being honest doesn't imply you need to be harsh. It is possible to deliver Being honest doesn't imply you need to be harsh. It's possible to deliver
the truth without triggering an unnecessary negative emotional response. Your the truth without triggering an unnecessarily negative emotional response. Your
goal should be to ensure that any emotional response is derived from the factual goal should be to ensure that any emotional response is derived from the factual
content of your communication and not the method of delivery. This can be harder content of your communication and not the method of delivery. This can be harder
than it sounds. Trying to eliminate any emotion from you delivery can be just as than it sounds. Trying to eliminate any emotion from your delivery can be just as
bad as including negative emotion. bad as including negative emotion.
> I have found that focusing on empathy is helpful > I have found that focusing on empathy is helpful
I have found that focusing on empathy is helpful. Understand how your audience is Try to understand how your audience is going to percieve the news you need to deliver.
going to percieve the news you need to deliver. It goes a long way when it's clear It goes a long way when it's clear that you understand the impact what you have to say.
that you understand the impact the news will have. Empathy can inform which type Empathy can inform which type of emotion you should inject in your delivery.
of emotion you should inject in your delivery.
Be sure to listen as well. In many ways listening does as much as to give people an Be sure to listen as well. In many ways listening does as much as to give people an
impression of tact as your delivery does. Follow up you delivery with an opportunity impression of tact as your delivery does. Follow up your delivery with an opportunity
to listen and see how it was recieved. to listen and see how it was recieved.
# Team Culture # Team Culture
By default culture flows from the top down most of the time. And for any team By default culture flows from the top down, and for any team you manage, you
you are manage, you are the source of that flow. You have an outsize impact on are the source of that flow. You have an outsized impact on
your teams culture. If you are negative then your team will tend to take on a your teams culture. If you are negative then your team will tend to be
negative attitude. If you are positive then your team will tend to take on a negative. If you are positive then your team will tend to be
positive attitude. I've been thinking a lot lately about what you can do to positive. I've been thinking a lot lately about what you can do to
create a good team culture. create a good team culture.
## Identity ## Identity
Identity forms an outsize part of your teams culture. What do you need your Identity forms an outsized part of your teams culture. What do you need your
teams engineering identity to be? Should you be a quality at all costs team or teams engineering identity to be? Should you be a quality at all costs team or
are a ship it and fix it if it breaks in prod kind of team? Should you value are a ship it and fix it if it breaks in prod kind of team? Should you value
unit testing or do you get more value from Manual QA? Is CI/CD in your DNA or unit testing or do you get more value from Manual QA? Is CI/CD in your DNA or
@ -116,45 +112,43 @@ identity. In your technology choices do you tend toward build or buy?
To be effective you need to be clear about your teams identity. This will give To be effective you need to be clear about your teams identity. This will give
guide rails for your developers and team members. They will know what mental guide rails for your developers and team members. They will know what mental
framework they should use when making decisions. It frees you from having to be framework they should use when making decisions, it frees you from having to be
involved in the minutia. Your goal is to be in a position where you don't need involved in the minutia. Your goal is to be in a position where you don't need
to micro-manage your team. to micro-manage.
## Narrative ## Narrative
As a manager you need to provide narrative to your team that is positive, As a manager you need to provide a narrative to your team that is positive,
believable, consistent, and evolving. believable, consistent, and evolving.
The narrative should be positive. You don't want a narrartive that is framed as You don't want a narrartive that is framed as us vs them, something I've seen
us vs them. Something I've seen before in engineering organizations. You want before in engineering organizations. You want it to focus on how the team can
it to focus on how the team can be productive and make the business successful. be productive and make the business successful.
> If you aren't honest in your narrative then the cracks will start to show > If you aren't honest in your narrative then the cracks will start to show
A good narrative is believable. A narrative that everyone can buy into. Telling A good narrative is believable, one that everyone can buy into. Telling
a story about where the company is going and how the team will be able to a story about where the company is going and how the team will be able to
contribute to it does wonders for team cohesion. Make sure that the story is contribute to that direction does wonders for team cohesion. Make sure that the story is
accurate and not a fabrication. If you aren't honest in your narrative then the accurate and not a fabrication. If you aren't honest then the
cracks will start to show and people will start to share their own narrative. A cracks will start to show and people will share their own narratives. Narratives
narrative that in many cases leads to bad places for the team. that, in many cases, lead to bad places for the team.
> If parts of your narrative are in conflict with itself then the > If parts of your narrative are in conflict with itself then the
> team won't know how to be self directed > team won't know how to self direct
An inconsistent narrative, will kill productivity. If parts of your narrative An inconsistent narrative will kill productivity. If parts of your narrative
are in conflict with itself then the team won't know how to be self directed. are in conflict then the team won't know how to be self directed.
They'll be backtracking all the time and it will appear to them that the ground They'll be backtracking all the time and it will appear to them that the ground
is shifting under their feet. If you craft a good narrative then the team will is shifting under their feet. If you craft a good narrative then the team will
have a shared story. They will know where they fit. A team with a consistent have a shared story. They will know where they fit.
shared story doesn't surprise you and is self-directed.
> Acknowledge that there is change and we need to adapt to it > Acknowledge change and the need to adapt to it
Narratives need to change and evolve. When this happens be transparent about Narratives need to change and evolve. When this happens, be transparent about
it. Acknowledge that the environment is changing and we need to adapt to it. it. Acknowledge that the environment is changing and the team needs to adapt to it.
Acknowledge when something isn't working for whatever reason and get consensus Acknowledge when something isn't working for whatever reason and get consensus
on how to change it. Don't try to shoehorn the changes into the old narrative. on how to change it. Don't try to shoehorn the changes into the old narrative.
Be transparent that the narrative has changed.
# Potential Impact # Potential Impact
@ -162,10 +156,9 @@ Be transparent that the narrative has changed.
> for employees and a bad one > for employees and a bad one
If the above challenges appeal to you then you might be interested in some If the above challenges appeal to you then you might be interested in some
managerial roles. The impact you can have on a team and a company in many ways managerial roles. The impact you can have on a team and a company make it worth it.
make it worth it. You can be the difference between a good work environment for You can be the difference between a good work environment for
employees and a bad one. You have the potential to remove barriers to employees and a bad one. You have the potential to remove barriers to
productivity for a team if you do it well. If you do it poorly though you could productivity for a team if you do it well. If you do it poorly though, you could
be the reason a team's productivity stalls. The risk/reward here is be the reason a team's productivity stalls. The risk/reward here is
considerably different than any other role I've had. I can do great damage or I considerably different than any other role I've had.
can be a force multiplier like no other.