Here's how you can stand out as an engineering manager to impress bosses.

Impressing senior management requires great resource management. By strategically allocating time, cash, and staff to projects, an engineering manager demonstrates their ability to optimise processes and produce outcomes. This skill not only gets the attention of the bosses, but it also sets a good example for the team. When an engineering manager excels at resource management, it has a ripple effect of increased efficiency and productivity throughout the organisation, ultimately contributing to the company's success. By improving this key talent, engineering managers can distinguish themselves as significant assets to their organisations.

Stand out as an engineering manager: - Deliver results and lead by example - Develop your team and innovate processes - Communicate effectively and take ownership - Stay up-to-date with industry trends - Foster collaboration and drive innovation - Showcase achievements and progress Demonstrate exceptional leadership, technical expertise, and a commitment to excellence to impress your bosses and advance your career.

Most people prefer less talks .. especially when they are on the listeners side. Don't fall in that trap when you are required to explain & clarify things.

As a senior leader, I value engineering managers who prioritize team performance and foster a positive, collaborative culture. These leaders invest in their team's development, recognizing individual contributions and setting clear, achievable goals. They provide resources and support, empowering team members to succeed. They also identify and nurture talent, providing mentorship and growth opportunities. This includes offering constructive insight, advocating for promotions, and celebrating their team's achievements. They lead by example, demonstrating a strong work ethic, integrity, and a commitment to excellence. Ultimately, I am impressed by leaders who build a high-performing, respected team prepared for future leadership roles.

Being a great engineer in person ... doesnt make a great productove engineering department. Long gone the days in industry of someone making & selling a wheel made of cutting off square edges. Gather your team around you, make all brainS & effortS work together.

Fostering teamwork begins with embracing diversity within your team. When individuals from diverse backgrounds come together, they naturally cultivate mutual respect. This respect creates an environment where ideas flow freely, setting a strong foundation for innovation and effective problem-solving. Furthermore, diversity nurtures empathy and a sense of belonging among team members. Each person feels valued and takes ownership of their contributions, strengthening our collective ability to tackle larger challenges with passion and unity. Together, we build a culture where collaboration thrives and every voice is heard.

In today's fiercely competitive landscape, characterized by constant technological advancements and the dawn of the AI age, adaptation is no longer a luxury; it's an existential imperative for businesses of all sizes. To thrive and stay ahead of the curve, every organization, along with its individual members, requires a comprehensive strategy encompassing both immediate and long-term planning

I think it's even more crucial in today's environment with the constant pull of technology. While advancements in tech offer incredible opportunities across industries like tech, healthcare, and education, they also create challenges. Specifically, the constant use of smartphones and social media apps can be a double-edged sword for students. On one hand, it provides access to information and fosters connection. On the other hand, it can lead to dependence and hinder the development of real-world skills and situational awareness. This, in turn, contributes to a significant skills gap in many job markets, including software development. This is where strong leadership becomes even more vital to give right directions to team.

a long experinced professor of engineering once (tens of years ago) said: we can make a solar energy deiven cars .. but who's going to buy them?! Engineering isnt only about making things .. but making in practicality

Encouraging creativity and innovation is important. But to truly impress the bosses, take it a step further. Foster a culture of "create or break" within the team. This means constantly pushing the boundaries of technology and processes, with the goal of not just keeping pace but leaping ahead of the competition. By developing a strong developer mindset, your team will be equipped to not only think outside the box but also build outside the box. This means actively seeking ways to improve and disrupt, always looking for solutions that revolutionize rather than just iterate. This approach will showcase the team's competitive advantage and willingness to maximize developer productivity.

- Foster a Culture of Creativity: Encourage an environment where employees feel safe to share new ideas and take risks. Promote open communication and collaboration across all levels of the organization. -Invest in Research and Development: Allocate resources to R&D to explore new technologies and methodologies. This investment is crucial for staying ahead of market trends and developing groundbreaking products or services. - Leverage Technology: Utilize cutting-edge technologies to streamline processes, enhance products, and improve customer experiences. Stay informed about technological advancements and consider how they can be integrated into your business.

Para se destacar como gerente de engenharia e ser reconhecido pelo líder, é fundamental trabalhar tanto as competências técnicas quanto as habilidades comportamentais. Implementar metodologia de gestão de projetos, garantindo a compatibilidade entre disciplinas, pode aumentar a eficiência da equipe e diminuir o retrabalho. Ao liderar esse processo e demonstrar resultados mensuráveis, como prazos de entrega reduzidos e aumento da qualidade dos entregáveis, você evidencia sua capacidade. Além disso, é essencial promover um ambiente de trabalho colaborativo e positivo, onde todos os membros da equipe se sintam com autonomia, valorizados e ouvidos, fortalecendo o espírito de cooperação, refletindo habilidades de liderança e empatia.

My own opinion is that you shouldn't be focused on, "how to impress the boss." You should be focused on results. Results will always get noticed. When you take on a team, particularly one that has been underperforming, and suddenly they achieve good results, that speaks for itself. Rarely, if ever, is the team of individual contributors the issue. It is almost always a leadership issue. If you can focus on all of the "heat zones" that have been crippling the team, you are already on your way. Most underperforming teams usually have issues with process, procedures, and a lack of team maturity. Your job, as their leader, is to put this in place, and make sure they get out of their own way. The results will speak for themselves.

Don't dig long in board meetings and discussions about problems and causes and and and ... and absolutely not in any blaming cycle. Problem Analysis is crucial .. but once found .. focuse on putting solutions to table.