Engineering Management Q&A and Videos

I work mostly with other senior engineers and the tech lead in my team. I discuss any technical stuff, how to implement my projects, what to do next, etc. with them. With my manager, I meet once every two weeks and update what I am doing.

I actually now wonder what's really the role of an engineering manager as tech leads seem to do most of the work in managing the team. Is it to help with people conflicts, hiring, and performance reviews? That doesn't seem like a lot of work.

Context: I work as a Entry Level SWE at Series B Startup with 25 people; the SWE team is 7 people total. I am the only person currently under my manager & my coworkers are fairly clear about what I am building & why. Also, the SWE team morale is strong and productivity seems to be at a sustainable rate.

In general, I think my manager & mentor is an incredible engineer & empathetic person open to feedback/trying new things. He’s personable, highly knowledgable, is available to answer my questions, & answers all my noobie questions. While I love these aspects, I do feel he is a bit reactive as a manager. When I asked him if he wanted to be my mentor, he agreed but I think he interprets it as being available to answering more of my questions. I don't think he is used to being a mentor or a manager and would like to see a more proactive effort from his side to help me level up as a engineer (right now I am mostly bringing up the ideas for 1:1 meetings, and creating a growth plan, etc).

So how do I help him?

I recently became CTO of a small early-stage startup where I'm leading all technical efforts, including by still doing some coding, but am mostly managing other engineers and focusing on the broader technical needs of the company. Previously, I was a technical lead and IC at startups where I had led small teams of other software engineers on product development, but was more in the weeds technically/coding a lot and was not responsible for people management. I'd like to learn about resources I can utilize to further develop my engineering leadership and people management skills.

What resources would you recommend to learn more about the following:

• How to build people management skills as a first time engineering people manager? Are there open source or free trainings or resources that are good for this?
• The latest engineering leadership topics, especially in a startup environment (e.g. how other leaders are tackling common technical and leadership challenges)
• How to meet or connect with other engineering managers/leaders (e.g. startup CTOs, VP of engineering, or technical founders) outside my company to learn from their experiences or share lessons or knowledge with each other

Interested in any types of resources including blogs, podcasts, YouTube channels, or virtual or in-person communities or meetups (particularly in NYC) etc. I have some favorite resources so far, but it would be great to learn about what resources others in the Taro community find useful. Thanks!

I am a Sr Engineering manager with 10 yrs of engineering management in Tier 2 type of companies. I am thinking to switch now and want to work for more tech geared companies. Do they ever hire M1 from outside?

Hi Taro,

I've just been lucky enough to receive an official promotion to Team Lead for my current team. It's a small company (~100 total headcount) and a small team, and I feel like my manager and I have very tight alignment as do I and the rest of the team, and thankfully there's no obvious/major problems (i.e. interpersonal problems, poor performers, etc). However this is the first time I've ever had direct reports or really been in any form of an official leadership role, and I'm concerned I'm going to instantly run into obvious traps/issues as a result.

I've read "Engineering Management for the rest of us" by Sarah Drasner, which has been really helpful in thinking about the role, but I'm really interested in hearing any advice people can provide to help me avoid fanning any hidden flames.

Hello.

I have a busy senior/manager. We used to have 1-1s twice a week, and now I'm lucky if I even get a single 1-1 every other week. I understand that it's because he has a lot of responsibilities (e.g., coding, managing, scrum'ing) and end-of-year deadlines.

Here are some things I've done to make up for the lack of 1-1's:

• I over-communicate via IMs (even if he doesn't respond) to let him know how I'm progressing so he can "smoke test" my theories if I'm heading the wrong way.
• I present high-level overviews of the code (<15 bullet points) I'm working on to avoid doing deep dives into the implementation.
• I deliver short standup updates with easy-to-remember keywords that my manager has mentioned before.
• I try to offload some of his managerial tasks (e.g., onboarding new engineers) to free up some of his time.

Does anyone else have a busy senior? Should I be doing anything else? Thanks!

I've two engineers who report to me, and both are average and one is towards PiP. The problem is they don't listen easily get influenced by other engineers and frequently change what I've asked them to do.
I'm now angry because the pile of feature requests are piling on me, I tend to do some work for them but this really not at all productive for my career, like managing, I rather behave like an IC altogether, because I want to learn and do my own stuff instead of getting caught in these bad situations that makes me angry.

What is the right way to handle these stuff from leadership point of view? How much involvement should I have?

I'm currently equivalent of Google L4 in my org but I want to move towards L5

Hi Taro,

I'm cross posting this from the premium slack because it was raised that the answers might help the broader community.

I work for a small company - the engineering org is approximately 60-70 people all told. The company is about a decade old, but has grown more recently, and I joined the small SRE/Developer Tooling team within the last year. Historically, the company has operated at a relatively slow pace, and followed practices that are, politely, out of date. Just to give an example of the kind approach the company takes:

• We operate out of a single AWS Region, with no DR or failover capabilities
• infrastructure was provisioned ad-hoc and manually, with effectively no Infrastructure as code
• Developers would typically bypass deployment pipelines to manually update files or run commands, even for production systems
• QA is primarily manually performed for our SaaS application. There is some automation, but this is something that QA runs and checks the output, instead of automatically tracking the output in some way.

In my role, I've been pushing for change where possible, trying to evangelize the better ways of working, such as Infrastructure as Code, logs sent to a centralized location like Splunk, and deploying to other AWS regions to assist in both regional lag and general DR/failover concerns.

Thankfully, there's definitely some purchase there by leadership, at least on a high level, as they're generally receptive to these changes and recognize that they cannot continue with the same old practices. However, this mentality doesn't appear to be flowing through to the rest of the engineering organisation. My team and I are repeatedly asked to revert changes we've made, often because developers are merely used to the way things used to be, or because PMs/teams want to stick to a schedule or speed that was only possible via shortcuts (such as manually provisioned infrastructure). All of this has happened despite repeated public comments by some in leadership against those requests specifically.

What can I do to push for these kinds of changes, when I'm not in any kind of official management or leadership position? I have no official power beyond a general remit by my manager to uphold certain standards for my team.

After 10 years as a full stack SWE and eng manager, I pivoted into AI while working at Shopify, and was recently laid off as Head of AI at a collapsing pharma startup. Title is nice, but I only really have two years experience in ML. While it is high quality experience (training and shipping models and LLM apps at web scale)-- I'm feeling a bit scared. I don't have a ton of savings and two kids so I need something soon.

I'm deeply passionate about language models, for the first time in my career working with a particular technology has felt like a real calling-- staying up nights and weekends just to learn and build. My first research paper ever was published at NeurIPS last year.

However, I'm feeling fairly unconvincing as an ML engineer after the layoff. Probably the perfect role would be something in between web and ML. So now we're at the question:

Given that I'm pretty desperate to land anything (3 mos runway before pulling out of investments, wife really against this) I'm wondering how to approach my search:

1. Go all out for AI Engineer Roles (passion forward)
2. Go for senior / staff web dev roles (safer, maybe, given 10+ yrs exp)
3. Go for 1 or 2 plus eng manager roles
4. Go for all of it at once

Some confounders:

I have referrals at Google and Microsoft, but don't want to burn them on ML roles if I'm obviously unqualified having only 2 years ML. I know I can absolutely add value wherever I land, but these feel like precious gold to me, and I don't want to get tossed out of the running for playing it silly. I can likely get some at Meta as well, but again, I don't want to play myself going for stuff that's just inappropriate. This has never been an issue in the past, I've been able to land stretch roles or at least get the interview but stakes are different now and my confidence is lower.

I am a good eng manager, and would do it again, but I have a feeling it's an altogether different search. Is there a way to increase the surface area of possible roles by applying to manager jobs too-- without splitting my energy?

Anyway, its helpful just to think out loud, would appreciate any advice here. Current plan is to create 3 resumes, start blasting applications and networking to get the interview funnel spun up before the leetcode grind.

Thanks.

Currently, I hold a high senior position (~ L6) within a large tech company. At this point in my career, I often find myself grappling with the decision of whether to focus on advancing as an individual contributor (IC) or transitioning into a management role.

Although I genuinely enjoy mentoring junior engineers and helping them grow in their careers, I have a strong aversion to certain aspects of management, such as the frequent meetings that come with it. Given my introverted nature and my passion for staying closely connected to technology, I don't believe that a management role would be the best fit for me.

Conversely, the idea of progressing as an IC to roles like Principal or Senior Staff can be quite daunting. I grapple with feelings of imposter syndrome, wondering if I can meet the necessary standards and I am concerned that it might negatively impact my work-life balance.

I would greatly appreciate any advice or insights from the community regarding this situation.?

Context: I work as a Entry Level SWE at Series B Startup with 25 people; the SWE team is 7 people total. I am the only person currently under my manager & my coworkers are fairly clear about what I am building & why. Also, the SWE team morale is strong and productivity seems to be at a sustainable rate.

During our mentor-mentee meeting last week, my manager & I agreed to give each other specific feedback each week (and also agreed for our 1:1 meetings to be used for awkward, personal stuff as Alex & Rahul recommended). In general, I think he is an incredible manager; he’s personable, highly knowledgable, is available to answer my questions, & answers all my noobie questions but I do think there are some shortcomings as he is not used to being a mentor or a manager.

I don’t want to just say “Great job!“ as that is an easy default to fall into week-after-week.

So how do I evaluate my manager? Is there a set of questions somewhere? A framework of some kind?