This has often been an awkward transition for engineers I've worked with.
What brings them to the job is love for problem-solving, and then when they get more senior, that's when companies often try to shoehorn them into line management/mentorship.
It's often taken quite a bit of coaching to help them to see the value in that and how equally important it is to help support the next generation of coders coming into the engineering community.
I can't think of anyone who's done that successfully though who hasn't found enormous value in it...
It's an interesting mind-shift that takes place when you become a leader. And you have to experience it for yourself. Thankfully you can do things right now to start leading your team.
Unfortunately, I didn't learn this until after I got hired (and later fired) as a manager. I know many harp on this point, but it's 100% true. And all it takes is a little effort on an engineer's part to believe it for themselves.
As someone in the middle of a transition to more leadership, these approaches really resonate. I think mentoring and documentation are especially important. There’s always someone who appreciates the help, and documentation is something many shy away from, leading to obvious opportunities.
How do you go about finding opportunities for 1:1s?
Thanks so much, Rasmus. I'm glad you enjoyed this post.
As for 1:1s, I recommend starting with your immediate team. For engineers, schedule bi-weekly 1:1s with them. No need for an agenda here. Just get to know them and talk about work if you want. I'd also suggest monthly 1:1s with other people on your team like PMs and Designers. This will help build trust with them and show them you care about them team. 1:1s alone can help you be seen as a leader because you're literally taking time out of your day for someone else, which is what all great leaders do.
This has often been an awkward transition for engineers I've worked with.
What brings them to the job is love for problem-solving, and then when they get more senior, that's when companies often try to shoehorn them into line management/mentorship.
It's often taken quite a bit of coaching to help them to see the value in that and how equally important it is to help support the next generation of coders coming into the engineering community.
I can't think of anyone who's done that successfully though who hasn't found enormous value in it...
It's an interesting mind-shift that takes place when you become a leader. And you have to experience it for yourself. Thankfully you can do things right now to start leading your team.
> But you don't need a title to lead
A million times this! I'm not sure how many times I've said that in the past. Some people just wait for permission. Just go and do it, lead the way.
Also when you discuss Documentation it really hit home for me. I wish it had more love from everyone.
Unfortunately, I didn't learn this until after I got hired (and later fired) as a manager. I know many harp on this point, but it's 100% true. And all it takes is a little effort on an engineer's part to believe it for themselves.
Great tips, David.
As someone in the middle of a transition to more leadership, these approaches really resonate. I think mentoring and documentation are especially important. There’s always someone who appreciates the help, and documentation is something many shy away from, leading to obvious opportunities.
How do you go about finding opportunities for 1:1s?
Thanks so much, Rasmus. I'm glad you enjoyed this post.
As for 1:1s, I recommend starting with your immediate team. For engineers, schedule bi-weekly 1:1s with them. No need for an agenda here. Just get to know them and talk about work if you want. I'd also suggest monthly 1:1s with other people on your team like PMs and Designers. This will help build trust with them and show them you care about them team. 1:1s alone can help you be seen as a leader because you're literally taking time out of your day for someone else, which is what all great leaders do.
https://fromcodetocorneroffice.substack.com/p/good-job-but-promotions-cant-be-done