Two problems of Engineering Management

When you’re a fresh developer, you get access to software engineering books, courses, and a senior who scrutinizes every line of code you write. You learn. You improve. Until someday, you get to pester some poor noob who doesn’t know where to put his semicolons.

After a few years of pestering others, you get promoted to a team lead. Congratulations! 🎉

The problem is, no one gives you a brief on how to do that. There are no courses, no stack of books, and no seniors to pester you.

You’re on your own.

Before you come at me with pitchforks, a select few companies have a structured training course for leadership. A rare few.

Being left alone means that many people in the company’s mid-tier don’t know how to lead — they only learn how to manage.

That’s the first problem. Ineffective middle management can make any company feel like hell, especially if you have a very strategic top leadership who talks big vision.

But not every fresh engineering manager is as complacent. Some are passionate about their new position. They attend tech leadership courses, read books, and find mentors.

This leads me to the second problem: you’re just important enough to be strategic but not enough to actually make a significant change.

So, if the top leadership doesn’t care, it’s hell for you anyway.

What can you do, sandwiched in the middle of the company?

You can learn to lead and improve the lives of those around you—your team, your peers, and the people.

Be a leader you wish you had and lead up the chain of command.

That’s a tough job to do. In a big company, it’s easiest to be a grunt. You do what you’re told, don’t complain, and get paid.

But if you step up that ladder, be prepared to be a shield and to lift others up. Tough, but ultimately rewarding work.

Yours,

Taj