Chapter 1: Steps for Transitioning from Engineer to Engineering Manager

Once you decide to move into a managerial role, consider these three steps:

1. Enhance your skill set to align with managerial responsibilities.
2. Proactively engage in leadership tasks, such as mentoring and project management.
3. Communicate your aspirations for a management path with your supervisor.

Chapter 2: Recognizing When You’re Not Ready for Management

Engineering management presents a distinct career trajectory compared to software engineering. Acknowledging your readiness—or lack thereof—is the first step toward becoming an effective manager. This awareness enables you to pinpoint skill or knowledge gaps and work to fill them.

Chapter 3: Navigating the Early Stages as a New Engineering Manager

Remember that every individual is unique, unlike computer programs. As a new engineering manager, it’s essential to embrace your role without the expectation of being the technical expert. The more time you invest in understanding your team members, the more adept you’ll become at motivating and engaging them.

Chapter 4: Avoiding Common Pitfalls as an Engineering Manager

Your effectiveness as a manager hinges on the growth of each engineer on your team and the overall success of your projects. Shift your focus from individual expertise to a broader perspective that encompasses team dynamics and collective achievement.

Chapter 5: Essential Skills for Engineering Managers

In the tech industry, engineering managers need T-shaped skills. As products grow increasingly complex, these skills allow managers to navigate challenges and lead development teams effectively. With projections indicating that 60% of new jobs in the 21st century will require skills possessed by only 20% of the workforce, it’s clear that engineering managers must adapt to remain relevant.

Chapter 6: Understanding Various Engineer Types

Management often involves more art than science due to the diverse personalities involved. New managers may find it challenging to adapt their leadership style to suit programmers and engineers. A successful engineering manager recognizes each engineer's characteristics and tailors their coaching approach accordingly.

Chapter 7: Creating Growth Opportunities for Engineers

Investing in your team's career development is crucial for maintaining engagement. Assisting engineers in clarifying their roles and aspirations is a privilege and fosters a productive work environment.

Chapter 8: Evaluating Team Performance Effectively

Instead of measuring individual output, focus on team outcomes. Begin with your end goals and establish metrics that will genuinely enhance team performance. Remember, you can only improve what you measure.

Chapter 9: Identifying Signs of Disengagement

Seeing work come to fruition is often the greatest satisfaction for software engineers. One disengaged team member can negatively affect overall morale. As a manager, encouraging your team to step out of their comfort zones is essential for their growth and fulfillment.

Chapter 10: Balancing Management with Creation

Avoid multitasking, which hampers creativity and productivity. To thrive as a "maker-manager," prioritize your time effectively and seek inspiration from various sources.

Chapter 11: Scaling Your Engineering Team

When expanding a tech startup, don’t rush into hiring the best talent. Consider factors like team structure, onboarding processes, and success criteria first. Remember that having a team of only senior engineers may not be sustainable.

Chapter 12: Building a Diverse and Inclusive Team

Creating a diverse and inclusive environment requires more than good intentions; it necessitates systematic changes within the organization. Focusing solely on hiring underrepresented individuals without fostering an inclusive culture is ineffective.

Chapter 13: Cultivating a Culture of Innovation

Exceptional engineers seek inspiration and empowerment to tackle meaningful challenges. An effective innovation program demands commitment from everyone in the organization, not just engineering managers.

Chapter 14: Emulating CEO Mindsets in Engineering Management

The competencies needed for engineering management parallel those required for effective business leadership. Technical skills alone won’t guarantee success; adopting a CEO mindset is a learned skill that can enhance your management capabilities.

To delve deeper into these topics, consider purchasing the book in PDF or ePUB format from Gumroad. Don’t forget to sign up for the newsletter to receive a 10% discount code!

The first video: The BIGGEST MISTAKE New Engineering Managers Make

This video explores common pitfalls faced by new engineering managers and offers practical advice on avoiding them.

The second video: What Engineering Managers Should Do (and Why We Don't)

Lena Reinhard discusses essential actions that engineering managers should prioritize, highlighting common discrepancies in management practices.