Just starting my 30s, the whole engineering thing is very nice and dandy however - I have realized how much more effectiveness there is in assigning work to others and helping them follow through, - Starting to feel the sde job fatigue. Writing code and managing stakeholders anyways while keeping systems running is kinda exhausting, especially on multiple projects. - Want more money/status/influence on product, and over a career it's likely to come from being a manager, I realize this is not an overnight change but those who have done eng -> mgr, share insights please! Tc 350
I went from IC to technical/team lead to managing the same team and then on from there. One of the best books on this is "The Manager's Path" by Camille Fournier.
Agree with points 1-5. Disagree strongly on point 0. Most management books are bad, but the good ones are helpful to learn from. Engineering managers tend to not be great at managing, and books are a valuable way to be educated on things that your manager won’t be able to teach you. You have to experiment with the ideas from them as well so you get more experience.
I disagree with one. You need to read tons, there see tons of great book on management. You have to read, extract the lessons that apply to you and your situation and execute.
While on books, one that I would recommend - even if one I read well after becoming a manager - is What Got You Here Won't Get You There.
Be a manager because you love coaching and helping other grow in career and strategy for company. Lot of time will be spent on those and prioritization as well as hiring. Don't do because of other reasons as that will make u unsatisfied and possibly a bad manager and there are tons already. Cheers!
+1 on this. Lots of managers focus too much on tasks and deliverables like IC's, but often times don't think too much what is the best they can do to develop a team. My last manager was fantastic because he was firm, fair and 100% unselfish.
Absolutely echo this. While few managers become managers because they like to coach and help others develope their careers. Selfish managers who only care about getting their own tail covered may seem to deliver work in the short run, but damage the organization in the long run. Hope the managers' manager can identify those who have a balance in delivering work and developing people's careers. Btw, how do people think of High Output Management by Andy Grove?
If you're asking, you're not ready yet. Take some more time until it is a natural transition. Managers who don't have the acumen and 'go by the book' can ruin careers and lives. Bad ones don't listen to feedback. Think about this.
Management and engineering are very different but sort of similar. You will go from programming computers to people. Computers are more predictable than people.
Don't expect more money. For most fields managers make more, but as IC can make fucktons in this tech bubble, management is more of a lateral move.
Are u in Bay Area?
You must be able to step outside of your own personality style to lead effectively. The Golden Rule is wrong most of the time. Treat people as they want to be treated..not necessarily how you want to be treated. Study Ken Blanchard's Situational Leadership theory to understand how and when to apply "directing" vs "coaching". You must be able to do both. Understand that you will be the servant to your team.
Most engineer types suck as managers (it's how we are wired) so you have an uphill battle to greatness.
>The Golden Rule is wrong most of the time. Treat people as they want to be treated..not necessarily how you want to be treated. I like this thought.
I too am interested in this. TC 420
Why do you guys (you and OP) need to post the TC for these questions?
I guess it's a Bloomberg thing, "TC or GTFO"