Most engineering managers got promoted into management by being good engineers. But the skills that made the promotion happen aren’t the skills that lead to success in the new role. Here are 3 critical skills for engineering managers that you won’t get unless you take steps to deliberately develop them…
Casting vision
In the research around the Leadership Circle model we use for leadership development, “Purposeful & Visionary” is the competency that correlates most strongly with overall leadership effectiveness.
It can seem like casting vision would be a less important skill for an engineering manager. Isn’t that the product manager’s job?
Product vision is the product manager’s job, certainly. But effective engineering managers cast vision for culture, process and quality improvement, organizational changes, and skill development.
Engineering managers who don’t enroll employees in a vision are likely to be perceived as either micromanagers (if they engage in the details without communicating the big picture) or aloof (if they avoid micromanaging but still don’t lead with vision).
Without a clear vision, team members may feel directionless and unmotivated. They might struggle to understand the purpose behind their work or how it fits into the larger organizational goals. This can lead to decreased productivity, lower morale, and increased turnover.
Forming and adjusting teams
Getting team structure right is critical. We talk with so many people who spend a huge percentage of their time dealing with cross-team dependencies. It’s such a waste compared to a cross-functional team that can collaborate freely to create value.
We see the best results when teams are formed around complex problems and have all the skills needed to deliver value.
Good engineering managers help build the right teams with the right team members so collaboration can happen and value can flow. They keep a pulse on how the team structure is working and are quick to help when yesterday’s team structure no longer fits today’s work.
Developing your people
Perhaps the most important skill a good engineering manager brings to the table is coaching. However, the move from being the expert to helping others develop their own skills isn’t an easy one.
Good engineering managers find ways to use their expertise without telling employees what to do. Their experience informs the questions they ask, the feedback they share, and the models and tools they offer. But skilled managers do it in a way that serves the employees’ long-term development.
How to grow these key skills
Do you want to be a better boss? Do you want to grow your skills in casting vision, forming and adjusting teams, and coaching your employees?
You could do it with years of trial and error.
You could read a library of books.
Or you can join us for the next Humanizing Work Leadership Intensive series.
Over 4 engaging half-day workshops and 4 practical group coaching sessions, we’ll do a deep dive on the concepts, skills, and tools leaders need to lead empowered teams and individuals effectively. You’ll level up your ability to give direction, delegate effectively, and develop the team, all without micromanagement. Learn more.
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