How to Become a Great Engineering Manager
summary
Claims that people drive results and that managers must become senior engineers before managing, stop hoarding ICs, and prioritize influence over authority. Concrete tools include make engineering plans with estimates and share capacity with bosses, use PRs to change team processes, and create a template for performance ratings. Specific practices warn that coding can create dependency, that a tiny focused team (three people) can outdeliver larger groups, and that making a plan that leads to “do not build” is still a valid outcome.
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chapters (11)
- 0:00Engineering management intro
- 1:08Staff vs management paths
- 2:57New manager mistakes
- 9:08Avoid micromanaging coding
- 12:25Leverage your team
- 14:31Plan prioritize delegate
- 17:03Don’t hoard engineers
- 20:59Balance results care
- 23:10Become manager without promotion
- 26:41Handle low high performers
- 28:10Summary
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