Having impact as an Engineering Manager
summary
How to maximize an engineering manager's impact during company growth (from ~25 to 120 engineers) by focusing on measurable outcomes: Accelerate metrics (deployment frequency, lead time, defect rate), team health (squad NPS), and business impact rather than feature output. Practical approaches include aiming for daily shipping, using maturity assessments, situational leadership, kaikaku for radical change, and adopting a DNS (directly negotiates/stewards) posture instead of acting as a proxy between team and company.
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chapters (9)
- 0:00Introduction
- 7:11Engineering manager roles
- 14:12Key manager responsibilities
- 21:22Measuring indirect impact
- 23:07Team maturity and culture
- 30:11Individual growth management
- 33:24Company relations
- 36:14Career evolution
- 42:31Takeaways and conclusion
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