The Modern Leader
There’s an interesting pattern I’ve seen in many newer engineering managers who are maybe 6-9 months into their first tenure as an EM. The honeymoon period of being an EM for the first time has often worn off (not to say that you’re not enjoying your work, but you’re usually more “into it” at this stage), and new, troubling feelings may begin to develop. I’ve heard questions such as:
- How can I make sure I’m actually having an impact when I’m not coding anymore?
- On the flip side, how can I make sure I’m being impactful when I don’t have control over what happens in the levels above me?
- Am I doing a good job? Does my team like me? Do my closest colleagues like me?
- Will my team like me still when I have to tell them to do something they won’t want to do or when I need to push them?
Being “in the middle” can be particularly challenging - you’re in this unique position between senior leadership and your team where you have some control over the future of your organization but it’s often still strongly led from the top down. These feelings aren’t limited to direct line management, either; in fact, the further you move up the leadership chain, the more you find yourself out of day-to-day where it can feel like you’re stuck in a particularly challenging position where you’re responsible for initiatives wholly dependent on everyone else doing a good job.
Embracing your spot in the middle is really about recognizing where you can have impact and really doubling down on your efforts in these particular areas. The middle isn’t a bad place to be; it’s just different from what you’re likely used to. Knowing where you can be impactful is key to truly enjoying being a manager as well.
Where to focus
I encourage you to focus your efforts on three specific areas: ownership, communication, and alignment.
Ownership: Where you were previously responsible for the delivery of maybe one or two projects at a time, you’re now responsible for ensuring your team delivers an entire roadmap on schedule. To do this, you’ll need to set clear goals and expectations with your team, communicate regularly with key stakeholders and your team, and foster a culture of accountability within your team to stand by their best work.
Communication: Effective communication is pivotal as an EM, ensuring seamless information flow between your team, senior leadership, your PM counterpart, other EMs, etc. You should be transparently sharing goals, progress, and feedback, fostering an environment where everyone feels informed and heard. You’re mitigating misunderstandings and building a culture of trust by prioritizing clear, concise, and regular updates to bridge any gaps that may arise.
Alignment: Alignment ensures everyone understands and works towards the company's overarching goals. You’re translating high-level objectives into actionable tasks, clarifying the significance of each team member's contributions, and ensuring what you’re working on is actually what is meant to be solved. Encourage your team's involvement in goal setting to foster commitment and purpose, optimizing output while enhancing job satisfaction via a sense of ownership.
Notice how I basically referenced ownership, communication, and alignment in all three? They can’t really be separated and are the core of embracing your role in the middle. The questions I opened with are so incredibly common, but you can really feel the impact you’re having on your organization when you’re focused on the three areas mentioned above.
Being in the middle doesn’t have to be a cloudy space - embrace it!