So, you're thinking about becoming an engineering manager. Maybe you've spent years refining your technical chops, squashing bugs, shipping products, and scaling systems. Now, you want to step into a role where your impact is broader one where you help others succeed, shape the direction of a team, and tackle the messy, human side of engineering.
But how do you make the leap from an individual contributor (IC) role to management? Moving to management isn't just about overseeing people or having more meetings. It requires a different mindset, skill set, and approach. You'll need to move beyond being the best engineer in the room to empowering others to be their best.
In this post, we'll walk through the key steps you can take to successfully prepare for and transition into an engineering management role, drawn from both my experience leading multiple teams and observations of what makes great managers thrive.
1. Own the "Thankless" Work
Here's a harsh truth about management, much of the job is invisible and thankless. As an IC, it's easy to get credit when you write a killer piece of code or solve a tricky bug. As a manager, the behind-the-scenes work you do often goes unnoticed. You'll be fixing processes, improving team dynamics, or dealing with logistical issues , none of which will make you the hero of the day.
To get used to this reality, start by volunteering for the unglamorous work no one else wants to do. Take on tasks like cleaning up tech debt, improving documentation, or resolving noisy on-call rotations. These are tasks that don't come with immediate recognition but are critical for long-term success. Doing these will help you build resilience and teach you the value of improving the system around you, even when no one's watching.
2. Learn to Lead Without Authority
One of the biggest challenges in management is that you can't rely solely on technical skills or authority to get things done. You'll need to influence and lead others, even without formal power. Start practicing leadership now, while you're still in an IC role.
Look for opportunities to lead cross-functional projects, coordinate efforts across teams, or take ownership of solving a problem that impacts the whole organization. For example, organize a company hackathon, lead an internal coding workshop, or drive improvements in team processes like code reviews or CI/CD pipelines.
Leadership is more about guiding others toward a shared goal than about being the loudest voice in the room. By practicing this early on, you'll build the soft skills needed to manage a team, such as communication, conflict resolution, and strategic thinking.
3. Get Comfortable with Tough Conversations
If you're planning to move into management, you'll need to get comfortable with something that most of us dread difficult conversations. Whether it's giving constructive feedback, managing performance issues, or addressing conflicts within the team, difficult conversations are a routine part of a manager's job.
Start practicing this now by engaging in direct, candid feedback with your peers and managers. Rather than shying away from difficult topics, lean into them with empathy and a solutions-focused mindset. The ability to have honest, sometimes uncomfortable conversations, while maintaining trust and respect, is one of the most important skills you'll need as a manager.
4. Elevate Your Team
The primary responsibility of an engineering manager is to make the team better whether by improving processes, building stronger relationships, or removing roadblocks that hinder productivity. Even before you're officially a manager, start thinking about how you can help your team thrive.
Look for inefficiencies in your team's workflows, such as bottlenecks in the deployment pipeline or recurring bugs that slow everyone down. Take initiative to fix these problems. Maybe you automate some repetitive tasks, implement new tools, or set up better collaboration processes with design or product teams.
By stepping into this role now, you're not only improving your team's effectiveness, but you're also demonstrating that you have the ability to think strategically about the team's success one of the core attributes of any good manager.
5. Develop the Art of Delegation
As an IC, you're used to doing things yourself, but as a manager, you'll need to master the art of delegation. This is harder than it sounds. Many new managers struggle with letting go of tasks because they want to ensure everything is done "the right way." However, learning to trust others and empowering them to take ownership is crucial for scaling your impact.
Start practicing this by delegating tasks to your peers or more junior engineers. Don't just offload work ensure that you provide clear context and goals while leaving the details of execution up to them. Effective delegation isn't just about getting something off your plate; it's about helping others grow and learn by doing.
6. Acknowledge and Celebrate Others
Management is a position where you will give far more credit than you receive. In fact, a good portion of your role will be recognizing and amplifying the successes of others. As a future manager, you'll need to get into the habit of selflessly giving credit where it's due.
Begin doing this now. When a teammate does a great job, highlight their work in meetings or on public channels. This not only boosts morale but also builds a culture where people feel recognized and appreciated for their contributions. As a manager, one of your biggest jobs will be making sure your team feels seen, valued, and motivated to continue doing great work.
7. Mentor and Coach Your Peers
One of the most rewarding (and challenging) aspects of management is helping others grow. This means being a mentor, coach, and teacher to your team. You don't need to wait until you're officially a manager to start doing this begin mentoring your colleagues now.
Offer to help newer or less experienced engineers with their tasks, provide thoughtful feedback during code reviews, or organize learning sessions where you share your expertise on a specific topic. You can also volunteer to mentor interns or participate in peer learning initiatives.
Mentorship isn't just about transferring technical knowledge; it's about guiding others through their challenges, helping them see their blind spots, and empowering them to become better versions of themselves.
8. Observe Great Managers (and Bad Ones)
One of the best ways to prepare for a management role is to observe the managers around you both good and bad. Pay attention to how your manager handles conflict, motivates the team, or gives feedback. What do they do that works well? What do they do that drives you crazy?
Use this insight to shape your own approach to management. Keep a running list of the behaviors you want to emulate and those you want to avoid. Every manager you encounter, whether effective or not, is an opportunity to learn and refine your own philosophy on leadership.
9. Expand Your Network
Engineering managers don't just manage engineers they collaborate with product, design, marketing, and other business functions. To be effective in management, you'll need to broaden your network beyond your immediate team and start building relationships across the organization.
Make an effort to connect with people in different departments, attend cross-team meetings, and understand how their work intersects with yours. These connections will not only help you understand the bigger picture but will also make it easier to navigate organizational challenges once you're in a management role.
10. Study the Craft
There's no shortage of resources on leadership and management, and if you're serious about moving into this role, it's time to start studying. Read books, listen to podcasts, follow thought leaders on management, and subscribe to newsletters that focus on engineering leadership.
Here are a few recommended reads to get you started:
- "The Manager's Path" by Camille Fournier A must-read for any engineer considering a transition to management.
- "Become an Effective Software Engineering Manager" by James Stanier A practical guide to navigating the nuances of engineering management.
- "The Five Dysfunctions of a Team" by Patrick Lencioni A compelling look at the dynamics that make (or break) team success.
The more you understand the principles of leadership, the better prepared you'll be to apply them in real-world scenarios.
Conclusion
Transitioning to engineering management is a significant shift that requires more than just technical expertise. It's about learning to lead, mentor, and support a team while navigating the complexities of human dynamics and organizational structures. The good news is that you don't need to wait for a formal promotion to start building these skills.
By taking on leadership opportunities, mentoring others, improving team processes, and learning from the managers around you, you can begin to develop the competencies needed for a successful management career. When the time comes, you won't just be stepping into a new title, you'll be stepping into a role you've already prepared yourself for.
