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How to Grow as an Engineering Manager in 7 Steps

Newsletter

How to Grow as an Engineering Manager in 7 Steps

Engineering Impact is a weekly newsletter that highlights trends in engineering leadership, productivity, culture, and scaling development teams.

This week features posts on: 

  • OPP (Other People’s Problems) 
  • The 5 Whys of Organizational Design
  • How to Grow as an Engineering Manager in 7 Steps
  • Empathy-Driven Development
  • How to Become a Strategic Leader

CULTURE

OPP (Other People’s Problems)

Camille Fournier, Author of The Manager’s Path, shares an insightful take on knowing when to get involved in a problem you’d like to see fixed — and how to create and enact a plan to fix it when it’s yours to own.

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STRUCTURE

The 5 Whys of Organizational Design

Kellan Elliot-McCrea (former SVPE at Blink Health and CTO at Etsy) with an exercise to understand the pressures at different levels of the organization (e.g., “your managers are spending too much time coding,” or “your senior engineers are spending all their time firefighting”) — and how to respond to each situation.

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LEADERSHIP

How to Grow as an Engineering Manager in 7 Steps

“On misses: you need to recognize you have missed, be accountable to stakeholders for the miss, and spend time and focus on strategic actions to make sure it doesn’t happen again. Do that well enough, and no one minds the occasional miss.” Here’s Ian Nowland, VP Engineering – Metrics and Alerts at Datadog, with a list of helpful advice on growing as an engineering leader.

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COMMUNICATION

Empathy-Driven Development: How Engineers Can Tap into This Critical Skill

Andrea Goulet, CEO of Corgibytes, offers a framework that engineers can practice that helps make software easier to maintain over time. She says, “coding is a form of communication. Communication is rooted in empathy. So software engineers have a lot to gain from leveraging empathy as a tactical skill.”

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STRATEGY

How to Become a Strategic Leader

Julie Zhuo, VP of Product Design at Facebook, breaks down the question “what makes for a good strategy?” into discrete parts, and points out specific areas of focus for managers to become more strategic leaders.

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