Things I've learned in my 10 years as an engineering manager (jampa.dev)

Article summary

The article discusses the author's experiences and lessons learned as an engineering manager over the past 10 years, with a focus on effective management practices. The author emphasizes the importance of creating a self-sufficient team and avoiding being a bottleneck. The article's content is not directly available, but the comments suggest it covers topics such as trust, communication, and leadership. The discussion revolves around the qualities and responsibilities of a good manager.

Main themes

• Effective management
• Team leadership
• Communication
• Trust and accountability
• Self-sufficiency

What commenters say

• A good manager should strive to create a team that can thrive without them, but this does not mean they are not needed or valuable.
• The goal of a manager is to create an environment where the team can succeed, not to make themselves redundant.
• Some argue that the idea of a manager making themselves unnecessary is a form of LinkedIn virtue signaling and does not align with the realities of a capitalist work environment.
• Others believe that a self-sufficient team is a sign of good management, as it allows the team to operate smoothly and efficiently even in the manager's absence.
• A manager's role is not just to build a team, but to provide ongoing support and services to help the team operate effectively.
• Trust and transparency are essential in management, and withholding information or lying to team members can cause irreversible damage.
• The concept of a manager making themselves unnecessary is often misunderstood, and it is more about avoiding being a bottleneck than being literally unnecessary.
• A good manager should prioritize humility and receptiveness, as these qualities are essential for effective leadership and teamwork.