You’ve just been promoted to an engineering management role. What do you need to know?

1. Build genuine trust and relationships with people, especially *across* the org - not just up and down the management chain. Venture outside your comfort zone and reach out to Infrastructure teams, Cyber Security teams, Agile PMO, Network Operations team etc. & not just other engineering teams. 2. In today's world, no engineering lead is worth their salt, if they don't know about Cyber Security and Core Networking concepts, these are table-stakes as we navigate through wildly complex deployments across cloud, hybrid and on-prem environments for both our own and vendor-owned infrastructure. 3. Know your best talent (even if it is way down the hierarchy) and find ways to challenge, motivate, grow and rightfully, retain them.

If you do nothing else, setup a regular cadence of communication with your stakeholders and stick to an agenda... positive or negative information shared is worth more than a lack of information

Most importantly start listening in conversations, understand the body language of the listeners. Start being innovative in terms of what can do good to both team and product. Collect all contacts of all surrounding teams and necessary members. communicate with team members regularly and make communication more effective.

- Start by listening...and keep listening. Even if you've been in the company for some time, this is a new role with s different frame of reference. And adding to that.. - You are now perceived differently. Communicate with that understanding in hand.

Stepping into an engineering management role? Communication is your best tool. It's crucial to talk clearly and effectively with everyone, from your team to clients. Set clear expectations, give feedback, sort out issues, and keep everyone in the loop. You'll need to switch up how you communicate based on who you're talking to and what about—technical details with your team, big-picture stuff with stakeholders. Boost your skills by really listening, asking questions that get people talking, keeping things straightforward, and picking the right way to reach out.

Now that you're an engineering manager, keeping your tech skills sharp is key. You don't have to out-code everyone, but understanding what your team is up to and guiding them is essential. Stay on top of new trends and tools, and push your team to explore and try new things. Keeping your own skills fresh matters too—code a bit, review others' work, hit the books, and join some webinars or courses. It’s about leading by example and fostering a culture of continuous learning and innovation.

As an Engineering Manager, it's crucial to keep growing both technically and managerially. To train and retain skillful engineers, you must have strong knowledge of new technologies and provide technical guidance as needed. This not only helps assess feasibility but also evaluate options to deliver high-quality work. Effective leaders empathize with the team, understand their pain points and solve challenges collaboratively. Foster a culture of continuous learning with team growth opportunities.

Exactly , you need to have a solid technical background in order to:- - assess your team performance - make the right decision - select the right people - identify development areas within your domain

- Master Microsoft applications (utilize paragraphs and templates effectively). - Learn to listen to your team. Pay attention to their concerns and complaints. Ask them what would make their work easier. - Ideally, you should try performing your team's tasks yourself to understand the process. Understand how long tasks take and what resources are needed.

A technical manager has more responsibility to stay upto date with latest trends as compared to a low level employee. The demand of this role is to assess market trends to benefit the company and their products/services. In terms to technical knowledge, it is an added responsibility to be vigilant of any changes in the tech scope globally and adapt your company's approach to it.

Stepping into this leadership position, it's vital to motivate and uplift your team. Chart a course that aligns with the organization's objectives, fostering an atmosphere of collaboration and creativity. Task delegation, mentoring, celebrating achievements, and managing issues are key. Enhance your leadership by embracing feedback, reflecting on your approach, observing experienced leaders, and maybe getting a mentor. Aim to create an environment where support, motivation, and excellence are the norms.

Leadership is very important to run businesses and makes it growing year over year. To manage people is different from managing entities and we should be care of this point. We should get information about the leadership styles and use the suitable one according to the current situation

Understand that your role now involves leading a team, not just executing tasks. - Invest time in building relationships with your team members. Get to know their strengths, weaknesses, and career aspirations. - Practice empathy and active listening. Understand the concerns and challenges of your team members and support them accordingly. - Set clear goals and expectations for your team. Ensure everyone understands their responsibilities and deadlines. - Foster a collaborative and inclusive team culture where everyone feels valued and motivated. - Be open to feedback and continuously work on improving your leadership skills.

You need to know that leadership skill is one of the most important skill you will need to develop because you are leading people and not all Managers have this leadership skill, I like so much this phrase "people leave managers not companies".

If you have promoted to Engineering Manager you need to know that leadership skill is one of the most important stuff you have. Our role revolves around managing people, with a primary focus on guiding them towards success. l like this phrase "Employees don't leave companies, they leave managers". This underscores the profound impact our leadership style has on team retention and morale. Excelling in this role means cultivating a supportive, inspiring, and motivating environment where every team member feels valued and driven to achieve their best.

Remember those people you felt were annoying, asking for updates and for t-shirt sizes for engineering effort? Well, you're those people now. Engineering managers are responsible for many project management tasks, more than you'd expect until you're in the role. Going in with eyes wide open will help you avoid frustration at the proportion of your time you will now spend on reporting and stakeholder management.

Operational Excellence plays an important in achieving the personal goals as well as Organizational goals- • Support Excellence: Do we have a line of sight of software Illites for eg. how many bugs did we cause, how fast did we fix them, did performance degraded after the last release? How many production incidences we had, what was the downtime? • Release management: How do we release? How often do we release? Can we automate everything? Do we want to automate everything? Should we automate everything? Do we do load tests first? Do we run load tests in production vs performance env? Do we roll out gradually? how do we rollback? • Technical debt: How do we make sure our development pace doesn’t come to a halt due to all our quick shortcuts?

To guarantee successful project delivery, engineering managers need to be proficient in project management approaches such as agile, scrum, and kanban. Capabilities include scope definition, resource estimation, progress tracking, and quality control. Develop your talents via software, certifications, classes, and community involvement.

Gerenciar atividades com fornecedores suportando a área de desenvolvimento e avaliações dos padrões de qualidade dos produtos e processos utilizando documentação técnica (APQP/FMEA) e outros específicos para cumprir os requisitos da empresa. Mapeamento de rastreabilidade dos componentes para garantir que as modificações ou produção seja atendida dentro do FIFO logístico.

Within my organisation on projects the engineering manager and the business manager were essentially the deputy Project Managers. It is essential to develop project management skills in your new role as at times you will be called upon to use them, and they most likely are transferable to your subsequent role.

Understanding market dynamics, customer needs, competition, and organizational business models is crucial. Aligning team efforts with business goals, measuring impact, and communicating value to stakeholders are essential aspects. Acquiring business skills involves learning fundamental concepts like finance, marketing, sales, and strategy. This can be achieved through studying business literature, podcasts, and engaging with industry experts. During your career you'll often find the opportunity to apply skills that you aquired but don't seem like an immediate fit to your new role. I found, concepts and patterns repeat, industry and job agnostic.

As an engineering manager, now you must develop and include business skills to your ever growing list of skills and concerns. This includes making sure the project output and results meets or exceeds the business requirements, maintain good relationships with clients and shareholders, and if in your scope, obtain new clients. In addition, keep tabs on the latest trends on the market, and update stakeholders on them.

I have found, both from my own journey and others, that developing people skills is an area where new engineering managers have to work at the hardest. Speed up your learning by emulating a role model, and asking yourself the question "What would they do?" whenever you feel stuck addressing the concerns of your people. Additionally, seek out a mentor who can give you non-judgemental and contextual advice on people conversations you feel unsure about. An edge that you have coming fresh from being an individual contributor is that your level of empathy could surpass that of a seasoned manager. This unique perspective is powerful — leverage it to build stronger connections and to cultivate a more content and cohesive team environment.

Empathy is a very strong word in the world of people management. In my experience trust takes time specially for new team/manager combination during the process when conflict arises it is important to maintain empathic relation.

Seek feedback from peers and team members to pinpoint areas for growth. Observe effective communicators and enhance emotional intelligence through self-awareness. Engage in social and professional events to foster empathy and build rapport. Prioritize conflict resolution and negotiation training to navigate diverse personalities adeptly. Continuous practice and learning will refine your people skills, empowering you to lead teams effectively.

People skills is a vital skill should be developed at any leadership position, people skills is developed by experience and interacting with different people all the time. To understand their emotions, reactions and how to deal with them. It is like an art of dealing with people

Profissional orientado para os resultados, organizado, adaptável e resiliente. Facilitador do processo produtivo integrando as áreas de produção, manutenção, logística e ergonomia.

The best advice I ever got when I was promoted from an IC engineering role to eng management: "The skills that got you here aren't the ones that will carry you in this role. It's a different game." Engineering management is a fine balance of people management, influence, communication, leadership, and technical skills. Most of us got promoted at ICs because of our technical prowess (and yes, maybe a bit of persuasion and communication skills). But being an excellent manager is a brave new world. If you tell yourself that you have a lot to learn, you can open your mind to the challenges and learning opportunities ahead. Good luck!

The transition from an individual contributor to a manager always means you need to learn how to delegate the work. Now, you are not simply a senior developer to whom more junior developers come for advice. You are the nexus of all incoming work. While you are effectively responsible for getting this work done, you must distribute it to the individuals on your team while establishing trust and necessary control and avoiding micromanagement. It is paramount to accept that there may be many solutions to a problem. Finally, while you as a manager may get all the blame, you must step back and give public recognition to individuals successfully delivering their part. If there is a room for improvement, you discuss it in private.

The hardest part of transitioning to a management role for me was reframing what an impactful day, week and month looked liked. I was no longer an IC and I struggled to feel like I was being productive and driving impact. My metrics for success were all wrong. What you need to understand is you are now responsible for a team. Your new success metrics come from them. How are they doing, how is the quality of their work, what is their throughput like. Once you can shift this mentality you will feel a lot better about your value.

One of the best pieces of advice I received from a mentor is, "Be a squeaky wheel - they get the oil." This emphasizes the importance of advocating for yourself and your team. Proactive communication and persistence are necessary to address issues or bring about positive changes.

Welcome to politics. Free your engineers to do what they do best. By removing their roadblocks, you'll be empowering them to make effective designs that meet customer requirements. Remember you work for them as much as they work for you.🤔