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Gifford Brickley
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For most engineers, a typical work day might look like the following: coffee, code, coffee, code, lunch. After a few years, one might hope to move up the career ladder. And for some engineers, a position in management could be the next rung.
An engineering manager is in charge of planning and guiding engineering projects from start to finish. They assign tasks and responsibilities to different team members, track project progress to ensure deadlines are met and monitor the budgets and resources of the engineering department.
While engineering managers focus their attention on engineering teams, they may also collaborate with other managers and departments. For example, an engineering manager may need to work with product managers to finalize the design of a product and partner with the QA team to test the product before its official release.
Engineering managers also need to be advanced problem-solvers. Sometimes a change in circumstances means deadlines need to be readjusted, resources need to be reallocated or the product development process needs to be tweaked. Successful engineering managers have the problem-solving skills needed to adapt to a range of scenarios and design solutions on the fly.
I lead a team of 12 engineers in complex technical projects involving high-performance hardware and software. This requires careful management of project logistics to consistently deliver working systems on time. I train my team in engineering best practices to ensure a high-quality product. A typical day includes negotiating requirements with demanding clients and pushing us toward project milestones. I like to minimize team meetings, but I do run daily agile-like stand-ups to promote team communication. I work to remove obstacles blocking the engineers from achieving their tasks and look for opportunities to advance them toward their career goals.
A good engineering manager must know the technology well and be an expert in the jobs that team members are performing. You then are credible, can transition into a strong mentor and create a cohesive, successful team that works well together.
Working at The Predictive Index gives Lead Software Engineer Shaun Avery many resources for managing his team. By using scientific assessments, management training and consultation from behavioral experts, The Predictive Index helps businesses overcome workplace challenges. Avery implements those resources internally and uses them to mentor his team.
Building trust. You need to build psychological safety and trust on both sides of the relationship through conversation and open feedback. Once both parties have trust in each other, everything else will fall into place.
I joined Bullhorn as an entry-level software developer in 2013. Over time, I gained a lot of core product knowledge and learned how to tackle different challenges that we face every day. The people I work with truly inspired me to strive harder and solve problems by utilizing interdepartmental communication.
What are your job responsibilities?
My typical day consists of several meetings, which can involve helping to unblock my teams on their daily tasks, holding one-on-ones with my reports where we discuss current work or career paths, and working closely with the product team to discuss roadmaps.
We start with short-term sprint goals before turning to long-term planning. I also work with code rollouts and assist in ensuring that releases go out in a timely and accurate fashion. I occasionally have small pockets throughout the day where I get to return to my roots and assist with the actual coding.
Before coming to Dispatch, I was a full-stack developer for a combined seven years with three different companies. I had the fortunate experience of starting after college at a company with several thousand employees, then moved to a company with around 1,200 employees. Most recently, I joined a company as the 10th employee. Exposure to a wide variety of engineering organizations helped me adapt to the fast-paced culture at Dispatch, and gave me some good perspective on how to be a good team player. I think my willingness to communicate across teams and take initiative when necessary helped the team decide to make me a new manager when the opportunity arose.
Secondly, flexibility is critical in a fast-paced environment because technologies, patterns and even business decisions that might once have been true can quickly fall out of date. The ability to adapt and see different points of view helps teams align, focus and stay effective.
I started in QA with a desire to become a developer, and within a year I managed to do exactly that. After working for three years as a developer and growing my skills along with the company, I was promoted to a manager. I am about to start my fourth year as such.
A typical day as an engineering manager involves keeping track of all the projects and their priorities to make sure that the most important tasks are moving forward. I also plan ahead for the entire team to ensure everyone has enough load but not too much. Sitting with the team to help them overcome obstacles is another key responsibility. Finally, I contain emergencies and sometimes even do hands-on tasks.
To be a good engineering manager, you need to think high-level while still being technical. You also need to take responsibility and manage problem-solving while always looking for ways to prevent the same problems from happening again by setting defined workflows in place. You need to plan for the future, yet know when to let go.
Ani Chan found herself an engineering manager at RetailMeNot based on her love of iOS programming and an opportunity to move into management. Chan went from debugging code to debugging a team of engineers, applying the same development principles of problem-solving and feedback to people management.
After graduating from college with my computer science degree, I jumped into the Austin startup scene as a full-stack software engineer before making the move to RetailMeNot. I worked on a number of our back-end systems during the past five years before finding a passion for iOS development.
The first is understanding that there is a difference between management and leadership. You can be a manager without being a leader and be a leader without being a manager. The difference is that people need to willingly follow you as a leader. I believe great managers have to be great leaders first and foremost, and that comes from building trust and genuine connections with their teams.
Schickel worked his way through the engineering leadership ranks at a logistics company before becoming a senior engineering manager at Medici. Experience and mentorship taught him the value of creating a culture of trust within his team by getting to know the people he leads, and managing them without an ego.
My first jobs were at a grocery store and a restaurant, and I found myself in management at both places. My next role was with a local defense contractor and after 10 years, I wanted a change. I ended up at the University of Texas at Austin and graduated with a computer science degree.
Part of leading any successful team means ensuring that direct reports feel valued and heard, which motivates them to do their best work. By listening closely and establishing trust, Guntamukkala said managers are able to build a work environment where team members feel safe speaking up and sharing ideas.
I joined Nielsen in the summer of 2012 as a software engineer. Prior to becoming vice president of technology, I worked in several engineering roles, such as software lead and principal architect until the summer of 2016. Then I was handpicked for a two-year program in Nielsen geared toward establishing a center of excellence. Once the program ended, I became a director of technology and was promoted to VP in February 2020.
I try to block a two-hour time window to work solo each day. I will sometimes write performance reviews, work on action items from my one-on-ones, do code reviews, find opportunities to improve processes and read up on best practices. I also attend the tech and product manager program review call with the leadership team where we discuss the status of various programs, key risks and call outs.
Building trust within the team is essential for success, which a good engineering manager can create by showing emotional intelligence and making themselves readily available for questions. Leaders should form personal connections that promote open and honest communication both within the team and with the manager. It is important to listen to anyone and everyone. Employees should be encouraged by managers to bring their insights, experiences and opinions to the table. If the manager has to veto a call or make a different decision, it is important to explain the reasons behind it in order to ensure the trust in the team is intact.
It is also important to treat the engineers the way they would want to be treated and not the way you would want to be treated. Some of your staff may excel when given specific instructions and tasks, while others may be more free-spirited and enjoy being left to accomplish tasks on their own. Efficient managers should understand these differences and manage their staff accordingly.
Prior to joining Clearcover, I consulted at organizations to help them build and scale their engineering organizations. The work really embodied parts of personal and organizational growth that I always sought in my career. Eventually, it shaped my understanding of the organizational needs within engineering.
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