Hey folks.<p>Last year I was fortunate enough to sign a deal to write a book with my favorite technical publisher, The Pragmatic Bookshelf.<p>When I started out as an Engineering Manager many years ago, I found that there wasn't a huge amount of material that specifically and practically helped me understand how to do my job. When you learn to program there's all of these amazing tutorials, examples and guides, but what was there for new managers?<p>In response to this, a couple of years ago I started a blog over at <a href="https://www.theengineeringmanager.com" rel="nofollow">https://www.theengineeringmanager.com</a> which got a decent amount of traction - I had a few front-pages here too, which was awesome. I improved a lot as a writer.<p>This gave me the confidence to pitch a book to numerous publishers and thankfully my ideal choice wanted to work with me.<p>The book has now been released in beta, which means you get DRM-free access to the first 240 pages (13 chapters) and more chapters will be pushed out as they get finished. I've written 17 out of 19 of them so far. The hard copy should be out in the Spring.<p>It's available with free excerpts here: <a href="https://pragprog.com/book/jsengman/become-an-effective-software-engineering-manager" rel="nofollow">https://pragprog.com/book/jsengman/become-an-effective-softw...</a><p>If anyone's at all interested in learning about what it's like to pitch a publisher with their own book idea, then I guess I've been successful at that now, so I'm more than happy to give you any advice. I've had a great time working with PragProg and my editor and the other staff there have been (honestly) fantastic.<p>I'd love to hear your feedback, and the nice part about the beta process is that the book still isn't finished, so there's plenty of scope for improvements.<p>Thanks all!
IMO being a good engineering manager is quite subjective and varies across companies and even teams. The traits of a good engineer would roughly be the same across companies and would be ranked according to knowledge, work experience and quality of code etc. And since a software engineer reports to an engineering manager, expectations are also based on the views of one person.<p>Upper management in different companies would have different expectations from what an engineering manager should be. Some would want them to code, some wouldn't. Some would want them to utilize developers as much as possible while some would want them to keep work life balance of developers in mind.
Same with teams. A much younger team would have vastly different views on what a good manager is compared to a team which is filled up of more senior people. A younger team might want the EM to be more hands-on while a senior team would want more autonomy.
Then you also have HR and feedback from various teams to deal with. Company culture and popular managers would also drive some of the traits of an engineering manager.<p>Having been an EM for multiple teams I've had to change my management style multiple times to better suit change in higher management and different teams. But I've always been appaled by how less content exists for learning about engineering management. Nice to see someone focus on this area!
Congratulations on getting published!<p>I've bought the book and read until the Delegation chapter.<p>Up until now I find that the topics are interesting and the writing is very direct and unpretentious which I appreciate.<p>I also like the approach you took of wrapping it in a story, I think it makes the topic a lot less dry.<p>At the same time I feel that it doesn't go into the detail I would like.<p>For instance I feel that the “How to Measure Your Output as a Manager” is a bit hand waved by using Andy Grove's equation. This is a topic I struggle with because I sometimes feel that I don't produce anything as a manager and that is frustrating.<p>Nonetheless, the chapters I've read are fine as a starting point and appreciate that you suggest additional literature to deepen the topics.<p>Overall I'm positive about the book, would buy again :)
If anyone is considering moving into engineering management, you'd do well to look not just at the <i>how</i> but the <i>why</i>. If it's for status/salary rather than the change in nature of the work be very careful about making the move.<p>You need to really <i>want</i> to manage and develop people (with all the idiosyncracies that real human beings come with!), and to communicate, co-ordinate, and delegate for a living.<p>Some will love this, others hate it. But don't view it as a natural progression that will work for everyone.
Does the book cover how to get the position in the first place? I've read countless books (Like "The Managers Path" and "Managing Humans"), blog articles, etc, and tried many strategies, but it never seems to happen. Usually for the catch-22 reason of not having managing experience.<p>I've even had past managers they had no worries about me having the skills or knowledge to do it... but it still doesn't happen.
Congrats on the book. Have you ever explored alternative forms of management and organizational forms? Stuff like Sociocracy, Teal (from Reinventing Organizations) or management as envisioned by Deming. I wonder whether the engineering manager role as usually interpreted isn't really an anti-pattern, I mean we're basically applying Taylorism to knowledge work.
I transitioned from software engineer to engineering management 2 years ago. It was by far the most challenging (still rewarding) moment of my career. I was lucky to have the opportunity to build up a team from scratch to take over the services and architecture I designed, developed and operated.<p>Biggest lesson learned: you're no longer the decision-maker on your technical stack. Your team is responsible. Still, you’re liable for the result and its impact on business. That duality is hard to reconcile for former engineer. The solution? Build a culture. Better: create the conditions for a sustainable culture to emerge and persist.<p>That insight, and many other advices for new managers are compiled at: <a href="https://github.com/kdeldycke/awesome-management" rel="nofollow">https://github.com/kdeldycke/awesome-management</a>
I don't know whether it's in the book - perhaps it's in the "<i>How to Win Friends and Influence People</i>" chapter - but one thing I struggle with is communicating outwards and upwards.<p>I tend to assume that everybody else in the company knows that my team works in the way it does because that's how you deliver software successfully. Often, this comes back to bite when I learn that other managers think the team should be managed differently, and because I haven't made enough efforts to sell our methodology, those managers can have more influence than I'd like.<p>So, as an Engineering Manager, it's not enough that everybody in your team is happy and produce. You also have to be an advocate for your team to the rest of the company.
Warning ... cynical, pessimistic viewpoint coming.<p>Here is a pattern that I've observed over a few jobs that I've held as a developer at different companies. Wondering if anyone has any similar experience.<p>The first line manager (only manages individual contributors) exhibits these characteristics.<p>1.)He used to be a coder, but that was a long time ago. SQL hasn't changed, so that's the bit he's drawn to when he feels like he needs to roll up his sleeves and contribute.<p>2.)He has some form of attention deficit, demonstrated by the fact that he can't hold down a conversation really well. Especially if it gets technical.<p>3.)He really overplays the busy body persona. Always checking phone, always late for a meeting.<p>4.)He's really insecure in his position within the company, always fearful that he's going to be cut loose. This is extremely amplified when he gets a new manager himself.<p>5.)He has very little influence over direction. He's really just a proxy mouthpiece for higher level management. And he loves to have status update meetings where he informs the team of all the important updates he received in the big important meeting he attended with other big important people.<p>6.)Instead of being someone who is respected by the team, he becomes more of someone you have sympathy for.<p>7.)You wonder why he never asks the real questions, like "are you happy with your role?". And you realize it's because he doesn't really want to hear the answer. He couldn't really do anything about it anyway. See point #5.<p>8.) He's way too preoccupied worrying about his own safety to nurture the team.<p>9.) As a developer, you have the safety net of knowing that in the worst case scenario (terminated) you could find another job fairly quickly with pay parody. As a manager, you don't have that comfort blanket. So you cling on to your current job no matter how badly you are abused. And people lose more respect for you because you look pathetic without a backbone.<p>10.) As a cynical developer in his 40's, you realize that you don't observe many 50+ developers in the wild, and you bemoan the idea that you're going to have to suck it up and play manager eventually.<p>Anxiety and existential crisis is built into the tech career trajectory, and I feel like the only winning strategy is to be ok with moving backward income wise at various points in your timeline.
Hey I made an app to help me be a better engineering manager, I’d love your opinion on it if you had some time.<p><a href="https://apps.apple.com/us/app/team-lead/id1466421445?mt=8" rel="nofollow">https://apps.apple.com/us/app/team-lead/id1466421445?mt=8</a><p><a href="https://play.google.com/store/apps/details?id=co.jmoses.manus.play" rel="nofollow">https://play.google.com/store/apps/details?id=co.jmoses.manu...</a>
> If anyone's at all interested in learning about what it's like to pitch a publisher with their own book idea, then I guess I've been successful at that now, so I'm more than happy to give you any advice.<p>Maybe this needs to be a new book?<p>Seriously, all of this sounds wonderful - and thank you (but I would love to hear some tips on getting a book published from zero - I certainly write enough that I could probably fill a book, whether anyone would read it though...???).
This looks interesting. I assume that this is very us-centric though? Have you gotten any international reactions/feedback during writing? I guess it's har to say but how applicable would this be in other parts of the engineering world? I've only worked in tech in Sweden and I sometimes feel like that "it's pretty much the same" but other times: "us tech scene is aliens on another planet".
OT: for those who have never been in leader/managerial positions:<p>- Leading people is 1000x less fun than coding<p>- Leading people makes your more money than as an avg coder<p>- Leading people too long makes you lose your technical skills slowly<p>- At some age and for most, there's no other option than leading, 'go or grow'<p>- Leading bigger headcounts is comparable to competitive sports 24/7 and shouldn't be underestimated
Congratulations on getting as far as you have.<p>I look forward to reading this, I've been making this transition so I'm sure plenty will relate to me.<p>A couple of points :<p>Is there anywhere I can pay for this in pounds?<p>Your choice of excerpts is very teasing, but I haven't had a chance to read any of the in depth content. Would you consider one of the sub-sections? That said, I suppose they did work for me... So maybe you know what you're doing!
I've been looking for something like this. Hope it's good.<p>One thing: the description starts with "Software startups make global headlines every day". That line seems completely disconnected from the rest of the description and it seems nothing would be lacking if you started with the next sentence instead.
A competent manager is a very rare breed indeed. Competent team leads - I've had a few of those. But at any level higher than that all competence seems to fall away. Success would seem to be despite management rather than because of it.
Do you also deal with the 'why' of moving to the management track? I've seen quite a few people becoming depressed and moving back from the mgmt track to their old position.
I had written such a book too, but in Chinese, you can find it here if you are interested:<p><a href="https://afoo.me/books.html" rel="nofollow">https://afoo.me/books.html</a>
This looks great and I would love to get one. I am interested in the Hard Copy only (I can't do ebooks). Is there a mailing list for the hard copy ?
Well done, this is an area that could use more declarative information and less guesswork. I think there's another question that also needs answering: how do I make myself _want_ to be a manager? A lot of times, the incentives tell the engineer not to bother because the money is already good and you have a decent impact anyway. I'm very interested to hear your thoughts on the subject.
I will keep in on your book. I've read the "Effective Manager" and the "Manager's Path" so far. The first one has some good hints here and there but it's overly verbose and at times feels like a marketing campaign. The second one, I loved and resonates with my experience so far.<p>Congrats for getting published!
In most big companies in Silicon valley, being a manager is not a promotion but rather a parallel track.<p>What I find strange is that most of big cos expect managers to not be technical anymore. There is that weird expectation that the manager should have been technical in the past but is now only used as an enabler for the team.
As someone who's constantly at somewhat of a crossroads on the subject, this book's intro leads me to believe it's exactly up my tree. However, I would prefer to read a physical book — is it possible to subscribe for updates so I know when it comes out?
Question to CTOs - are you happy? When I see what particular CTO does day to day, assuming he/she was an engineer before - it seems quite boring. It seems they've sacrificed their engineering side in exchange for a bigger salary.
I'd love a blog about how to AVOID becoming a manager as an engineer or technical person. It really seems "contributors" are at the bottom of the pyramid, especially in companies whose core business is not technical in nature.
Jstanier - Great job, this looks really cool. Curious what icon set are you using? I saw you have similar style icons across a few of your projects, is there a standard library you are using or are you creating them yourself?
> If anyone's at all interested ... pitch(ing) a publisher with their own book idea, then ... I'm more than happy to give you any advice<p>Really? How do I contact you?
Clickable links for my fellow loafers:<p><a href="https://www.theengineeringmanager.com" rel="nofollow">https://www.theengineeringmanager.com</a><p><a href="https://pragprog.com/book/jsengman/become-an-effective-software-engineering-manager" rel="nofollow">https://pragprog.com/book/jsengman/become-an-effective-softw...</a>