chapter two

2 Individual contributor to engineering manager

 
"My job is not to be easy on people. My job is to take these great people we have and to push them and make them even better." ~Steve Jobs

This chapter covers

  • Differences between an individual contributor and an engineering manager
  • Common misconceptions when transitioning to engineering manager
  • Sharing intentions and motivations for becoming an engineering manager
  • A three-phase approach for the transition
  • Helping others go from individual contributors to engineering managers

In the previous chapter, we explored the responsibilities of an EM and emphasized the importance of managing teams and individuals in this role. As more software engineers consider a move into management, understanding the distinctions between the roles of an Individual Contributor (IC) and an EM becomes crucial.

ICs contribute to the team and organization without managing others. If you're currently a software engineer, you fall into the IC category. On the other hand, an EM supervises and manages other engineers, orchestrating engineering excellence. If you're responsible for a group of software engineers and engage in people management, you are considered an EM; if you do this for other managers, you are a senior manager.

2.1 Differences between the individual contributor and engineering manager role

2.2 Common misconceptions

2.2.1 Individual contributor to engineering manager is not necessarily a promotion

2.2.2 EMs do not always write code

2.2.3 Coding rounds are not always necessary when changing jobs as EM

2.2.4 Every sound software engineer is not a good manager

2.3 Intentions and Motivations

2.4 A three-phase approach for ICs to EMs

2.4.1 Phase I- Before becoming an EM

2.4.2 Phase II - Transition period

2.4.3 Phase III - Post-transition period

2.5 Challenges of a new engineering manager

2.5.1 Coding over people

2.5.2 Setting clear goals and expectations

2.5.3 Struggle with delegation

2.5.4 Success Metrics change

2.5.5 Conflict resolution

2.5.6 Speed versus quality dilemma

2.5.7 Acknowledge and recognize others

2.5.8 Keeping promises from previous leaders

2.5.9 Managing people and performance

2.5.10 Time management

2.5.11 Documentation

2.5.12 Communication

2.6 Assisting the IC to EM transition

2.7 Stop & Think:Practice questions

2.8 Summary