The Evolution and Challenges of Engineering Management
Aug 30, 2024
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Peter Gillard-Moss, an expert in engineering management, shares his journey from IT support to a leadership role. He discusses the misconceptions engineers face when transitioning to management, emphasizing the need for product knowledge and strong interpersonal skills. Trust and motivation within teams are explored, highlighting the role of psychological safety. Gillard-Moss also addresses adaptive leadership styles, stressing that effectiveness hinges on aligning with team dynamics. He concludes with insights on managing growth in engineering teams and the importance of community support.
Many engineers accidentally become managers without adequate preparation, leading to challenges in people management and organizational dynamics.
The evolution of engineering management now demands a diverse skill set to handle team dynamics, project delivery, and product knowledge effectively.
Deep dives
The Path to Engineering Management
Many individuals fall into engineering management roles accidentally, often because they are seen as the most capable or reliable members of a team. As a result, they may not fully understand the new responsibilities that come with management, which extend beyond technical expertise. This lack of preparation often leads to challenges, as these managers navigate duties that require both people management skills and an understanding of organizational dynamics. Acknowledging that experts should lead experts, it's crucial for organizations to provide better support and training to help aspiring managers develop the necessary skills.
Evolving Responsibilities of Engineering Managers
The role of engineering managers has evolved significantly, particularly with the advent of Agile methodologies, which reshaped team structures and responsibilities. Initially, project managers handled people management, leaving technical leads focused solely on technology with no management duties. Now, successful engineering managers are expected to engage in people management, project delivery, and product understanding, which requires a diverse skill set. The emphasis on smaller, high-performing teams continues to grow, pushing managers to take on more comprehensive responsibilities while maintaining effective team dynamics.
Building Trust and Motivation in Teams
Creating a high-performing team hinges on two fundamental elements: trust and motivation. Trust allows team members to communicate openly about challenges, fostering a safe environment where collaboration thrives. Simultaneously, motivation must align with organizational goals, ensuring that team members are focused on delivering outcomes rather than getting sidetracked by personal preferences for technology. The engineering manager plays a critical role in facilitating these aspects, guiding teams toward making informed decisions while maintaining their connection to the broader business objectives.
This is the Engineering Culture Podcast, from the people behind InfoQ.com and the QCon conferences.
In this podcast Shane Hastie, Lead Editor for Culture & Methods spoke to Peter Gillard-Moss about the evolution and challenges of engineering management.
Read a transcript of this interview: https://bit.ly/4fYxhXF
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