Engineers aiming to move into management need to be more than technical experts; they need to be people experts, too.
On an engineering team, a manager has a variety of hats to wear to keep their teams moving and motivated. As the person to whom the team looks for answers, engineering managers need to be both product experts and project managers. And, as they work alongside their team, managers also need to properly handle human-centered tasks like hiring and career development.
The impact that a manager has on their team members depends on interpersonal soft skills that first-time managers may have not needed to master in previous roles.
Skills like clear communication, empathy and career coaching have a significant impact on the overall mood and success of a manager’s team. According to research compiled by the University of Southern California, employee engagement is deeply affected by team leadership, with 70 percent of changes in engagement being tied to managers, and managers who remain approachable and invested in the careers of their team members are more likely to have a highly engaged team.
Built In Boston spoke with two developers who recently made the leap to engineering management to learn more about their experience making the change, how they made the transition successfully and the advice they have for other engineers considering a move into management.
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What first led you to explore the idea of moving from an engineering role into a managerial position?
Initially, I hadn’t seriously considered transitioning into a managerial role. However, when the previous manager of my team decided to leave the company, he strongly encouraged me to apply for the position. This wasn’t the first time a manager had suggested such a path, which led me to reflect on their confidence in my abilities. It became clear that they recognized leadership qualities in me that I had perhaps overlooked, inspiring me to pursue this new opportunity for growth.
That said, the decision was not without its challenges. I had recently shifted my career focus from support to quality development and was also weighing opportunities to grow as an individual contributor. After much deliberation, I ultimately chose to embrace the managerial path, viewing it as a chance to expand my impact and further develop my leadership skills.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
In preparation for the role, I gradually took on responsibilities such as monitoring and assigning the work queue for our team, which positioned me to hit the ground running. I received a lot of support from my current manager, and a peer manager offered biweekly check-ins with me, providing valuable guidance and insights. After stepping into the role, I was enrolled in a leadership development course, which helped me cultivate a leadership mindset and connect with other new managers across the company.
One of the most significant challenges I faced was balancing my inclination to remain involved in technical work with the need to focus on managerial responsibilities. As a manager, staying informed on technological developments is important, but learning to delegate effectively is also essential for success. To overcome this, I set clear boundaries and prioritized tasks, ensuring that I could focus on strategic planning and team development while still staying connected to the technical aspects of our projects.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
In this transition, there is a fundamental shift in responsibilities and expectations. Management is not simply an extension of your former role doing technical work; it’s an entirely different role that requires a unique set of skills. One of the most critical skills to master is communication. As a manager, you must articulate your thoughts clearly and listen actively and attentively. Being receptive to feedback from your team and peers is essential for growth and fostering trust.
“One of the most critical skills to master is communication. As a manager, you must articulate your thoughts clearly and listen actively and attentively.”
Difficult conversations are an inevitable part of management, whether addressing performance issues or resolving conflicts. My advice is to approach these discussions with thorough preparation, empathy and a focus on constructive outcomes. This will help you navigate challenges effectively while maintaining strong relationships within your team.
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What first led you to explore the idea of moving from an engineering role into a managerial position?For context, I am a career changer, having worked in education administration for over a decade before moving into software engineering. With a management degree and experience in nontechnical management, I was interested in the differences between that and engineering management. EM appealed to me because it allowed me to work with people while combining my love for technology. I was also seeking new challenges in my current role as an individual contributor and EM seemed like a natural next step that would allow me to grow.
I made the decision independently, but I sought input from those around me — from my family, friends and coworkers — about this career shift. Many encouraged me to take the leap and suggested that transitioning back to an individual contributor role was always an option if I found EM wasn’t the right fit, which gave me more confidence to pursue it.
The opportunity for advancement came within the team I was already part of. I value the culture and dynamic of my team and wanted to play a role in preserving it after my previous manager left. This transition fit my eventual career aspirations, though I didn’t anticipate the timing. It still felt like the right move.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
The shift into EM happened much sooner than I expected. I had envisioned making this move in two to three years, but the engineering manager of my team left, creating an immediate opportunity. In my move to EM, Marcus Quettan became my manager and was one of my biggest advocates, offering guidance and encouragement. He was supportive during this critical time, despite already dealing with another reorganization effort.
The abruptness of the transition was one of my biggest challenges. I didn’t feel prepared at all. Stepping into leadership amidst some team changes and hiring compounded the difficulty, as I had to onboard and support new team members while navigating my own learning curve as a manager. I had the advantage of familiarity with the domain knowledge of our area, but balancing immediate team needs with my own growth sometimes left me questioning if I had made the right choice.
To overcome this, I approached it as I did as an IC: iteratively refining and focusing on continuous improvement. Trying new approaches helped me grow. Support from those around me — my family and friends on a personal level and my peer managers, Product Manager Lizzy Magill and team, on a professional level — made a huge difference.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
From conversations with engineering managers in my network, I found that it’s nearly impossible to land an external EM role without prior EM experience. Nearly every engineering manager I know, myself included, transitioned into their first management role internally. If you’re considering a switch, actively seek out leadership opportunities within your current organization. Let your manager know about your aspirations as they can help you identify potential openings and support your growth. Take the initiative to lead projects or mentor junior engineers. The transition to EM isn’t just about technical expertise; it’s about cultivating people skills, strategic thinking and navigating ambiguity.
“The transition to engineering management isn’t just about technical expertise; it’s about cultivating people skills, strategic thinking and navigating ambiguity.”
Some aspects of EM are impossible to prepare for, even if you have prior leadership experience, whether in nontechnical roles or at other companies. Books and resources can provide a foundation, offering frameworks to guide your approach. However, the realities of EM often involve navigating unanticipated challenges, such as team dynamics, organizational changes or high-pressure situations. The key is to be adaptable and organized. Embrace each day as an opportunity to learn, adapt and create a positive impact.