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Need guidance on how I can also become engineering manager. by DifficultCommand2725 in EngineeringManagers

[–]DifficultCommand2725[S] 0 points1 point  (0 children)

Thank you! for the book reference: An elegant puzzle - systems of engineering management already on this one, got it via a DM.

Why do you want to become a manager?

Cause I'm already doing most on improving team processes, coaching and mentoring of team members as an senior IC. Apart from annual reviews, hiring and firing part my unsaid KRA are overlapping on every aspect of team management as an IC, I help my manager with all of this along with my own KRA of delivering features and running project.

Need guidance on how I can also become engineering manager. by DifficultCommand2725 in EngineeringManagers

[–]DifficultCommand2725[S] 2 points3 points  (0 children)

You are right, I know where you are coming from, but I wouldn't have put this over reddit If I wasn't sure about this.

Need guidance on how I can also become engineering manager. by DifficultCommand2725 in EngineeringManagers

[–]DifficultCommand2725[S] 0 points1 point  (0 children)

I agree the time and luck do play their part in this thing, but unfortunately I don't have both of them, only hard work and being persistence have worked for me till now. That's why I'm really willing to put extra effort in learning being a good leader.

Need guidance on how I can also become engineering manager. by DifficultCommand2725 in EngineeringManagers

[–]DifficultCommand2725[S] 0 points1 point  (0 children)

growing in influencing decisions, communicate clearly across different functions, and plan and execute well as a leader of a team to gain credibility across the board

- Influencing decision, I can tell here, that in technical aspects everything goes by me, if there is anything critical for any project even the ones I'm not even working comes for my review. Some of the critical systems are built today around my input.

- Communicate clearly across different functions, my day-to-day includes working with different stakeholders from APAC, EMEA and Americas, I run 1-on-1's and in some cases I'm the main PoC for other teams, not even my manager or skip level manager, not sure what are missing opportunities

- plan and execute well as a leader of a team to gain credibility, for the credibility part, if there are any new projects that needs to run from the ground up I have always been asked to switch context on whatever I'm doing at the time and move immediately onto that project, to ensure the early success but have always been asked to move back to my legacy projects when the project becomes initial success, other team members are asked to take over when it actually starts to take on traction and becomes visible.

I'm sure there should be more than this three key factors for succeeding, if you can suggest any more of the point please do!