The Work of an Engineering Manager: How to Become the Manager Your Team Needs is a book I recently read.
This book provides practical methods for engineering managers to make their teams function effectively. It covers topics such as designing 1-on-1s, giving feedback, hiring, and building team culture, offering solutions to specific challenges faced by EMs. It carefully explains common pitfalls for managers with technical backgrounds, such as delegation, evaluation, and interpersonal relationships, making it a valuable resource for both new and experienced EMs.
One key takeaway is the importance of separating accountability and responsibility in delegation, emphasizing the need to delegate execution responsibility. Additionally, evaluating a manager's performance requires a holistic view, including team output, member satisfaction, and retention. The book also highlights that exceptional managers collaborate across teams and departments, extending their influence beyond their immediate team.
Notes
- "Measure twice, cut once"—a carpenter's proverb. Communication should happen not when you want to, but when it's necessary.
- Delegation requires understanding accountability and responsibility. Delegate execution responsibility.
- Questions to understand manager performance:
- What traits and behaviors do high-performing managers exhibit?
- How can you measure the success of a manager's team? Team output, satisfaction, retention, etc.
- What do successful managers do during their downtime from management tasks?
- How should managers collaborate within the organization? Should they focus solely on their team, or work across roles and departments?