Advice for new Engineering Manager

New
pYtreE

New

pYtreE
Dec 16, 2021 6 Comments

I've been a senior engineer for several years (15+ in the industry). I've recently transitioned into an engineering manager role (SRE team). I think I'm in a really great position to dip my toes into the management realm because a) I have a small team and b) I have an excellent manager/mentor. This is the first time in my career that I've had a good manager. I didn't know what a good manager looked like until I started reporting to my current manager.

Anyway, I'm looking for any advice on how to excel in this role. I'm at a tech company of about 2k people. The infra we manage is quite huge, and the challenges can be demanding.

It would be particularly great to hear from managers that started their mgmt career at a tier2/3 company and then went on to management at Google, Netflix, etc...

#engineering #manager #em

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TOP 6 Comments
  • Amazon
    plfbwhqiq

    Go to company page Amazon

    plfbwhqiq
    Sorry I can’t offer any advice (only 4 yoe) but wondering if you could describe a good manger and how did you recognise one.
    Dec 16, 2021 1
    • New
      pYtreE

      New

      pYtreE
      OP
      I can tell my manager actually cares about my career growth and personal wellbeing. During our 1:1s, he always asks how things are going inside/outside of work (without getting too personal). He has earned my trust through committing to things he's promised. He is experienced and keeps a cool head when things go sideways. He's giving me full autonomy over hiring/leading my team. No micromanagement.

      These are all things that others have pointed out in this thread.

      Now on the flip side ....
      I've had managers that have pit team members against each other ("it's just competition!"), managers that more often than not canceled 1:1s (and managers that didn't even do 1:1s), managers that don't give a crap about work-life balance. I had one manager that tried to actively discourage our clients (other company depts) from following my advice/architectural design.

      A 4 YoE, you should be actively seeking out a good mentor. That's one thing I really wish I had done earlier in my career. It takes humility to look for a mentor, but it's worth it.
      Dec 16, 2021
  • Google
    usii

    Go to company page Google

    usii
    Learn to delegate and not micromanage, trust but verify. Try to focus on top line (impact and scope of your team). Build a talent pipeline and ladder so you have a right hand man that can run the team which will free you up to focus on more strategic things.

    Last but not least, genuinely care about your team member’s growth and career. People are not stupid, when you care about them they will care about you.
    Dec 16, 2021 0
  • Meta / Mgmt
    blender1

    Go to company page Meta Mgmt

    blender1
    As a manager I am also curious what good looks like just to be able to compare.

    As EM your top priority is People. You are not an IC anymore so try to scale yourself through engineers, i.e. delegate, allow eng to own projects, areas and tech though support and couch them when you see gaps. Ask qustions, make them think about edge cases, unforseen circumstances and challange assumptions, strive to get measurable results/goals. Give feedback regularly, on-demand, NEVER delay comstructive feedback, timing is important. There is waay more but tgat at high level.
    Dec 16, 2021 0
  • New
    pYtreE

    New

    pYtreE
    OP
    Thanks for good tips everyone!
    Dec 17, 2021 0
  • It all start with trust, you are responsible for individuals carrier growth apart from delivery. Make sure you create the genuine relationship across the org to broder your umbrella. Empower the people, let them drive the things and day to day activities. Challenge/Questions/Push your team in person but outside the team you are their advocate. Have 10-10 regularly and provide constructive feedback, help set in achievable goals.
    Dec 16, 2021 0