Things I’ve learned in my 10 years as an engineering manager
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Engineering management has no standard definition and varies by team needs across product, process, people, and programming. Key lessons include: everyone must care about product value, processes should be questioned regularly, downward communication requires transparency while upward needs strategy, managers should be 10%
Table of contents
1. The “well-defined engineering manager role” is a myth2. Everyone needs to care about the Product3. There is no such thing as a free lunch when it comes to processes4. Communicating downward requires transparency5. Communicating up requires a strategy6. You are 10% player, 30% coach, and 60% cheerleader7. Your goal is for your team to thrive without you8. You can’t succeed without trusting your team9. Trust, but verify10. Eventually delegate everything.11. There is no free lunch when it comes to reducing riskSort: