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Why Should You (Or Anyone) Become An Engineering Manager? – charity.wtf

charity.wtf · 2,927 words · saved by 1 readers

The first piece I ever wrote about engineering management, The Engineer/Manager Pendulum, was written as a love letter to a friend of mine who was unhappy at work. He was an engineering director at a large and fast-growing startup, where he had substantially built out the entire infrastructure org, but he really missed being an engineer and building things. He wasn’t getting a lot of satisfaction out of his work, and he felt like there were other people who might relish the challenge and do it better than he could. But also, it was a lot to walk away from! He had spent years building up not only the teams, but also his influence and reputation. He was used to being in the room where decisions get made, and didn’t want to take a huge step backwards, or recede into the woodwork. He agonized over this for a longtime (and I listened over many whiskeys). 🙂 To me it seemed obvious that his power and influence would only increase if he returned to engineering and the kind of problems he was

Original title: “Why Should You (Or Anyone) Become An Engineering Manager?” The first piece I ever wrote about engineering management, The Engineer/Manager Pendulum , was written as a love letter to a friend of mine who was unhappy at work. He was an engineering director at a large and fast-growing startup, where he had substantially built out the entire infrastructure org, but he really missed being an engineer and building things. He wasn’t getting a lot of satisfaction out of his work, and he felt like there were other people who might relish the challenge and do it better than

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