Engineering teams are the backbone of innovation and product development in the intricate world of technology. At the helm stands the engineering manager, a role with the power to propel a team to greatness or lead it into utter dysfunction. Sadly, the engineering world is rife with tales of both stellar and disastrous engineering managers – and for good reason.

Common Traits of Ineffective Engineering Managers

Let’s explore two of the most destructive traits found in poor engineering leaders.

The Reluctant People Manager

They see ‘management’ on the career ladder, but their true passion lies in the technical work, not the human element. They view one-on-ones as a chore, performance feedback as awkward, and anything resembling conflict resolution makes them want to curl up in a ball and hide.

The Impact: When a manager dislikes the core elements of managing people, the consequences are severe:

  • Growth suffocation: Engineers need mentorship, feedback, and guidance to develop their full potential. A reluctant manager fails to provide this, leading to stagnation and a lack of career progression for their team.
  • Festering toxicity: Performance issues, disagreements, and personality clashes are inevitable in any team. When these aren’t addressed, resentment and demotivation infect the work environment.
  • No psychological safety: A manager who avoids difficult topics creates a workplace where people fear raising issues and taking calculated risks. This stifles innovation and problem-solving at its core.

The Power Trip

For some, the lure of management has nothing to do with nurturing a team or driving results; it’s simply about power. They crave control, being the one making all the decisions, and having dominion over the team’s direction.

The Impact: This mindset leads to a toxic environment where:

  • Autonomy dies: Engineers thrive on ownership and a sense of control over their work. A power-driven manager fosters dependence and learned helplessness where initiative goes to die.
  • Poor decisions from on high: The real magic of engineering happens when those closest to the technical challenges have a voice. Managers focused solely on “being the boss” make uninformed decisions and fail to leverage the team’s expertise.
  • Ego trumps success: For these managers, their own visibility and reputation become more important than the team’s accomplishments. This breeds resentment, hinders collaboration, and leads to self-serving behavior rather than project success.

Hallmarks of Good Engineering Managers

On the flip side, what does it take to be a truly exceptional engineering manager? Here are some of the characteristics that set the best apart:

  • People are their passion: They enjoy building relationships, helping engineers develop their skills, and finding ways to motivate and inspire. They see their team as their most valuable asset.
  • Master communicators with high emotional intelligence: They are skilled at active listening, constructive feedback, and navigating the complexities of team dynamics. They understand how to build trust and foster an environment where people feel psychologically safe to take risks and raise concerns.
  • The strategic shield: Possessing both technical understanding and business acumen, they can shield the team from unnecessary distractions, prioritize effectively, and always keep the team’s efforts aligned with the company’s larger goals.
  • Technical competence: They don’t need to be actively writing code every day, but they need a deep enough understanding of the work to grasp their team’s challenges, provide meaningful support, and advocate for the team’s needs.

Important Considerations

  • The unintentional manager: Sometimes, promotions into management happen because of seniority rather than a genuine desire to lead people. It’s essential to be honest about your strengths and interests. Alternative growth paths are crucial.
  • Preparing for the leap: Companies must invest in training and support for engineers moving into management. Not everyone is cut out for it, and that’s okay!

Spotting the Red Flags

Whether you’re interviewing for a job or assessing your own manager, here are some examples of interview questions and behavioral cues to watch out for:

  • Questions for the Interviewer:

    • “Can you describe your management style and how it’s evolved over time?” This gives insight into self-awareness and openness to growth.
    • “What do you find most rewarding about managing engineers?” A focus on people development is a good sign.
    • “How do you approach giving critical feedback or addressing a performance issue?” Listen for empathy and emphasis on solutions.
    • “Tell me about a time you’ve advocated for your team, even when it meant challenging a decision.” Shows whether they’re a team champion or more concerned about pleasing superiors.

  • Red Flag Behaviors:

    • Excessive emphasis on authority and control: Look out for phrases like, “I like to make the calls,” or “I need to know everything that’s happening.”
    • Disinterest in team development: This could look like a lack of enthusiasm about mentorship or a vague answer about career paths within the team.
    • Evasive answers about difficult conversations: If feedback and conflict resolution are minimized, it’s a sign of a potential issue.
    • Minimal technical understanding: While not an absolute deal-breaker, a manager disconnected from the details of the engineering work is a risk factor.

Strategies for Survival

It’s not ideal, but sometimes you find yourself working under a less-than-stellar manager. Here’s how to cope:

  • Manage upwards: Take initiative with communication, be proactive about providing updates, and frame solutions in ways that resonate with them (appeal to their ego if needed, focus on visibility, etc.).
  • Seek advocates and mentors: Find support and development opportunities outside your immediate reporting line. This could be senior engineers, mentors in other departments, or even external resources.
  • Be candid (if possible): If there’s any trust in the relationship, tactfully expressing your desire for more mentorship or career development can sometimes initiate change. Gauge the manager’s openness first.
  • Know when to move on: Sometimes, a toxic environment is too entrenched for change. Don’t sacrifice your growth and sanity for a dead-end position under a poor leader.

The Role of Companies

Much of this falls on businesses themselves to fix:

  • Prioritize management training: Technical brilliance doesn’t automatically translate into good management. Companies need to invest in training and development for new (and even existing) engineering managers.
  • Provide alternative growth paths: There must be equally rewarding career paths for engineers who want to remain individual contributors while progressing in seniority and compensation.
  • Solicit feedback from teams: Implement regular, anonymous surveys or feedback methods to gain insights into a manager’s effectiveness from their team’s perspective.

Let’s keep the discussion going!

Do any of these areas resonate with your experiences? Would you like to continue examining tactics for managing upwards or discuss the responsibility companies have in creating better engineering management environments?