The Engineering Manager

Now what?

It’s Thursday.

You stroll back to your desk from the coffee machine and before taking your seat, you have a stretch and you look around at your colleagues. Life is pretty good, isn’t it? You’re managing a team. People seem to think that you’re doing a great job. Your staff are a talented, happy bunch and you’ve got an interesting project with autonomy to build it in the language and framework of your choice. What could be better?

Hmm.

Something doesn’t feel quite right. You’ve wanted a stable team in a good company ever since you quit the role that will not be named a year ago, and now you’ve got it.

Still a strange feeling. So what gives?

Well, you’re ambitious and you’re not quite sure where to go from here. Is this it for you as a manager in this company? Will you be standing here on a Thursday four years in the future looking at exactly the same people in the same seats?

A sinking feeling develops.

The department’s headcount for the coming year is meant to stay constant, so you’re not going to be able to dramatically expand your team. What about the promotion angle? Unlikely. It’s pretty crowded at the top of the pyramid. Your boss is the CTO and she isn’t going anywhere any time soon. How can you continue to expand your output, influence and value if you’re stuck where you are? What can you aim for?

The equation

It’s a common dilemma. We are no longer patient when it comes to career development. Some considered that the architect Zaha Hadid, who passed away in 2016 at age 66, was “mid career”. Architecting buildings requires a lifetime to be considered a senior expert. Architecting software? Maybe not so much. Technology moves fast and so do promotions. Developers are sometimes grasping for Senior titles not many years after they’ve been legal to drink in the US.

How can we continue to apply ourselves in a way that increases our responsibility, interest and satisfaction in our jobs when we can’t rely on organizational change to hand us that sought-after promotion?

Let’s revisit the equation that Andy Grove coined in High Output Management:

A manager’s output = the output of their organization + the output of the neighboring organizations under their influence.

Reflecting on that expression, how can you increase your output if your team isn’t going to change size and you’re not going to be promoted in the near future?

Well, there are a bunch of ways, but you’ll need to think more laterally, both in terms of exactly what your own output is, and in turn, what you consider your organization to be. If you only consider your organization to be your team, then you’ll be limited. You’ll be tied to the current position that you inhabit in the org chart, and there’s only so much predictable impact that you can have on the future size and structure of the company that you work for.

How can you remain where you are, doing the same role, yet begin to measurably increase your impact? You can consider force multipliers.

Force multipliers

What do I mean by force multipliers? There are three broad categories:

• Technical: You can make your technical skills go further. You can mentor others and teach them what you know, or you could be a technical advisor on other projects, offering your advice on design and code review.
• Cultural: You can focus on improving the culture of the department by making it a more engaging and fulfilling place to work.
• Procedural: You can focus on making department-wide processes better, such as the amount of time it takes to ship code to the production environment, or working on improving communication between teams.

For all of these force multipliers, you can decide as to whether you would like to work on them as an individual by setting an example of the change that you wish to see, or you can form working groups with your peers, meeting regularly and broadcasting your progress.

Technical

If you’re a manager in the Engineering department, then it’s likely that you have a technical background. Within your team you can spend more time on technical mentoring of junior members of staff. You can do this by sitting down and pair programming with them, always offering to be a sounding board for what they are thinking of building, being keen on sketching out approaches together on paper or whiteboards, and making a concerted effort to do thorough and helpful code review. It may require you to do less coding yourself; instead your output is through others.

You can extend this support outside of the team as well, depending on the time that you have available. If you have sufficient experience of the wider architecture of your application(s) then you can offer your help in the design of new parts of infrastructure, and act as a “networker” who can introduce engineers to each other; hooking an engineer who needs help up with a particular problem with the person you know to be the expert in that domain.

Even better, once you have a skilled team of autonomous engineers you can encourage for them to pick up the same technical mentorship culture with others in the company, effectively multiplying your output by having your mentees do their own mentoring.

Technical force multipliers make your department more skilled.

Cultural

Are there ways in which you can improve the culture of your department? As we’ve written about previously, culture is sometimes difficult to define. However, what would your department be doing if you were to imagine it with an amazing culture? Would it have regular technical talks from external guests? What about a closer link with the commercial side of the business, creating a heightened sense of hustle? Or perhaps it would have a regular video games night, lunchtime meditation sessions or hack days?

Rather than waiting for your wishes to be executed from from higher up in your organization, why not try and organize them yourself? Lobby around for interest, consult those that should have some say in the matter, and just do it. It’s very unlikely to cause harm.

Could you, perhaps, start working groups for broader cultural themes? As an example, at Brandwatch we have a social working group who arrange fun activities such as movie nights, outings and pub quizzes, and a wellness committee who have budget to fill the office with plants, put on regular company lunches and set up classes such as yoga at lunchtime. You could even start a blog in order to broadcast your culture to the world.

Cultural force multipliers make your company an even better place to work.

Procedural

What processes are bugging you and your team at the moment? Does it take too long to get code into production? Do code reviews take too long? Is it a pain to find documentation or is your hiring process convoluted? You could lobby support to effect positive change. These kinds of decisions should come from the bottom up rather than being mandated from the top down.

In a previous article I wrote about a management bugs initiative which was a method for raising, assigning accountability and fixing these procedural issues. That is a wholesale method for trying to tackle all manner of issues, but you could start off much smaller. What do your team find frustrating? Do any of the other teams or your peers share the same sentiment? If so, could enough of you get together to start making a difference? A concerted effort can snowball into a movement of people who join together to make things better for everyone.

Procedural force multipliers make work smoother and more efficient.

In summary

There’s always more that you can do.

Considering how to multiply your output by forming connections with others outside of your team (and even outside your department) makes you more impactful and valuable to your company. You can improve technical skills, culture and efficiency of process. Doing so introduces you to more people, raises your profile, and pushes you outside of your comfort zone so you can grow.

Go on, have a go.

When did you grow?

Looking back on your career so far, which parts would you consider to be the highlights? Do you most proudly remember being promoted, or shipping a new product? Are you drawn towards a time when you had to learn something totally new and, with time, became an expert on it? Was it the first time that you took to the stage during a conference and spoke in front of hundreds of people?

Typically when you rewind through these memories to find the highlights, there is one thing in common: they were moments in time that you were pushed outside of your comfort zone. The most satisfying projects were the ones that were hard-won. The best teams you worked with made you initially feel out of your depth, yet with time you leveled up to be just as good as them. The key promotions pushed you just that little bit further than you were comfortable with, forcing you to step up and operate at a higher level than you were on before.

Control is an illusion

Humans are creatures of habit. Many of us crave a predictable, steady routine that allows us to feel that we have control over our lives.

“My new routine is going to be brilliant. Tomorrow I’ll be waking at 5:30AM to do 15 minutes of meditation, followed by a 30 minute run round the park. Then I’d be back to shower and get the 7:15AM train to work, where I’ll have the porridge and smoothie that I prepared the night before. I’ll be in work before everyone else, which means I can get at least 45 minutes of coding uninterrupted before our stand-up.”

And then the next morning the alarm doesn’t go off.

Control is sometimes an illusion. The same can be true about your job. There is a yearning for a time where the workday will flow so effortlessly, where it will be so predictable, with no interruptions or challenges beyond what we know we can manage. Yet, the irony of this idealized situation is that despite it being controllable and comfortable, it can also be the sign of lack of challenge, boredom and stagnation.

Purposefully facing change, challenge and unpredictability pushes us outside of our comfort zone and builds resilience. Do you remember learning to ride a bicycle as a child, and how overwhelmingly impossible it seemed to be able to continue pedaling when the supporting grip was released from the saddle? Sure, you fell a few times, but with continued perseverance you were able to conquer that fear, adjust to the new normality of being unassisted, and now you’re probably able to cycle across Europe if you really wanted to.

The same is true about your job. As soon as you feel that it’s getting too comfortable, your initial reaction shouldn’t be one of kicking back, getting a coffee and taking it slow. Instead it should be a recognition that perhaps you’ve increased your skill to the point that it’s easy again, and you should think about ways in which you can continue to grow.

Why don’t we push ourselves?

As per the example of riding a bicycle, when we are children we are generally more uninhibited than we are as adults. We think less about the world around us, how we are perceived, or judged, and just get on with the task at hand. Scraped knees, bruised elbows and new scars reflect the times that we tried to jump from the slide to the monkey bars, from when we thought it was a great idea to try and climb that precarious-looking tree, or when hurtling off that mound of mud seemed like a fantastic proposition. The curiosity for new experience and pushing boundaries seemed part of our DNA. Yet, as adults, we are more wary of being outside of our comfort zone. Why?

• Fear of failure: It sucks to fail at something, which can prevent us from wanting to expose ourselves to situations where there is a higher probability of it happening. Doing badly at something can be upsetting and can chip away at the self worth that we have nurtured over the years.
• Fear of judgement from others: Not only does it feel bad to fail, it can be even worse to imagine that other people around you are also judging you for failing! Imagine the embarrassment of becoming lead engineer on a project only for it to be a complete mess: what would that say about your capabilities?
• Fear of the unknown: As mentioned previously, we can crave predictability. Given the choice to continue in a role that offers no surprises, why would we put ourselves in one where we have no idea what will happen? Is that not madness?

Taking these three aspects into account, it seems fairly understandable as to why we wouldn’t want to push ourselves too hard. One could even say it’s against our instinct. Yet, overriding this instinct with the logic that doing so will improve us is what makes us more capable in future.

A programming anecdote

You could say that going outside of your comfort zone is akin to introducing controlled chaos into your life. When ruminating on this thought, I was reminded of the Chaos Monkey tool which was developed by Netflix in order to test their production infrastructure. When deployed, the tool randomly kills instances in their live environment. The idea is that developers are forced to create their software knowing that instances thereof could be killed at any time; a scary proposition! However, this means that more conscious is was put into the creation of applications because they could go catastrophically wrong at any time. How could they cope with diminished service? How could they restart gracefully?

The same is true about pushing yourself into new and challenging situations. If you have a comfortable environment where there is little chance of anything going wrong, then you’re not going to develop into a truly resilient person. Exist in turbulence, especially that which has been created by yourself, and you will be a fuller, rounder, human being with a better SLA.

When I learned the most

The times when I learned the most in my professional career were when I forced myself into really uncomfortable situations. Three particular situations stand out; each of which being the first time that I took on a given responsibility:

• Lead engineer, attempt zero: My first time as lead engineer was on a particularly challenging piece of infrastructure that was written as a distributed system. When I volunteered for this opportunity, had I created anything like it before? Nope. Did I know whether I was going to succeed? Not really. Did anyone else in the company have a lot of experience at doing this? Nope. That lack of safety net made me put in some of my best work. It’s still running in production today (although it could definitely be improved vastly…)
• Managing my first team: As our company grew after a VC raise, our Engineering department began to require some more line managers, and the opportunity arose for me to take that role. Had I done it before? Nope. Did I always have a plan of becoming a manager? At the time, no. Was it potentially interesting? Definitely; especially so early on in my career. I’m glad I did – I think I’m a better manager than I am programmer, in retrospect.
• My first conference talk: I’d watched videos of this particular conference on YouTube for years, and I always really respected the quality of their speakers. After taking a punt and submitting an abstract, it turned out that I was going to be one of those speakers myself. I was petrified, but the experience demonstrated to me that standing up in front of a couple of hundred people wasn’t all that different from speaking to a group of ten. At least none of the audience knew me, and I could barely see past the first row for the bright lights! Nothing catastrophic happened, and I’ve since talked at many other events.

In summary

So, in short: we must create difficulty and unknowns for ourselves in order to grow more in our professional careers. How can you do that?

As managers, you also need to think about how to create these environments for your staff. Which of them crave challenge the most? How can you give them new experiences that will really expand their remit as people? How can they push you outside of your comfort zone?