How do you become an engineering manager?

Well let's be honest not all engineers make good management. I'd say it's only about 20% at the most. The best doer engineer often is NOT the best manager of a team where they rely on the team and not themselves. The best managers/leaders not only have the engineering background and skills (10-15 years experience) but then also have well developed people skills (interpersonal, coaching, communication, etc.) but also need to become a student of leadership themselves. Getting a new leadership tip or method from LI or HBR article will continue to hone this skill.

In general I like the term “problem solving”. Every idea is created in order to solve a problem whether it is a complex industrial project or simply help people to cross the road safely. In this context, Engineering Management is to utilize the right tools and methods for the whole process, from idea to realization, and bring the right people together to form a team working in harmony with all the stakeholders. Leadership skills vital to create such a working environment are; Vision, Respect, Integrity, Self-awareness, Collaboration, Gratitude, Resilience and Communication. The ultimate purpose is to provide a smooth transition between idea and deliverable considering ESG, Reliability, Quality, Risk, Cost and Schedule requirements.

In EPC world, Engineering management is a bridge between Engineering disciplines, Project Management as well as Client expectations / tender requirements. Some people confuse this as a mere postman role which will be a pity for that particular project. EM is expected to envisage future hurdles / bottlenecks within different engineering streams & timely intervention to resolve with solutions ensuring engineering wheels r always moving, project schedules r honored or in case miss practical catchup plans are available. Lastly Patience, Man-management, Transparency, common sense in EM are the key qualities as during project execution these aspects gets compromised which tends to be disaster for project. EM is Jack of all trades.

Becoming an engineering manager means we need to stop solely relying on the skills that made you a great developer. In fact, being the expert engineer is the exact opposite of what we want to be as an engineering manager! Our focus needs to shift from feeling like we need to know all the answers to: - Asking great questions - Listening actively - Coaching, mentoring, and guiding - Trusting and delegating - Elevating others’ potential - Embracing vulnerability - Facilitating delivery - Caring about people, not just systems By doing so we can evolve into a true management leader rather than an engineer with a side of management.

Engineering managers need strong skills in: 1) Engineering - pretty obvious to most 2) Management/Leadership - less obvious to many Engineers spend years in school followed by years on the job mastering their craft. But many engineers getting promoted into management, think they can lead people and teams without similar study and effort in leadership skills. It's probably the #1 mistake freshly promoted engineering managers make. Here are few skills that have been key for me: 1. Running meetings 2. Mentoring 3. Listening 4. Communicating a vision 5. Steering technical decisions without taking over

As an Engineering manager, you need to be skilled in not only your particular scope of engineering but other relevant engineering field. These are the hard skills. You also need the soft skills necessary to inspire and lead your team. Mentoring, ability to delegate and set clear goals while encouraging individual team member to take ownership have worked well for me. Curiosity is an essential skill as well.

I just started as an engineering manager last year, so here is what I learned: Technical expertise: strong foundation in software engineering principles. Leadership: Building and motivating high-performing teams. Communication: Clear and concise communication with team members, stakeholders, and clients. Problem-solving: Identifying and resolving technical challenges effectively. Learning agility: Adapting to new technologies and trends quickly.

Be a people person. This should be one of the core skills of any manager along with proper knowledge for leading and coordinating projects, work and resources. In the other hand, the hard skills tight to engineering role should comprehend not only the academic knowledge but mostly the engineering experience associated to the roles and area to manage.

The number one thing an engineering manager has to be good at is asking questions and actively listening to the answers, in their engineering domain. Not a bachelors degree. Not an MBA. Not spending 10 years up a mountain meditating on microservices. Ask and listen. It sounds so simple but 99% of managers don’t do it. They dictate. They talk all the time. They want to look good. The reason this matters is because it’s our jobs to guide the team to be as healthy and productive as possible to maximise delivery of customer value. We must identify where the problems or opportunities are and own improving or unlocking them. We can’t do that if we don’t listen and ask questions. So if we must have a qualification, make it coaching.

Engineering managers can have various qualifications. Many have completed degrees like a Diploma, Bachelor's, Master's, or even a Ph.D. However, some talented individuals don't hold formal degrees but have valuable practical experience, making them quite smart. In certain cases, these hands-on engineers can even outshine those with extensive education. Engineers, regardless of their qualifications, play a crucial role in driving progress and development worldwide.

Basic qualification in engineering is key for success in the field. Whether a bachelor's or master's degree, this foundation is essential. Experience is vital for cultivating managerial maturity. Engineering project managers must possess project management expertise. For those overseeing plant maintenance, technical knowledge and proficiency with systems are crucial. Understanding system operations aids in effective problem-solving. Additionally, skills in team leadership, communication, and interpersonal relations are paramount for success in this role.

Qualifications typically include a bachelor's degree in engineering or a related field, supplemented with relevant experience. Advanced degrees like a Master's in Engineering Management or MBA with Majors in Project Management/Engineering Management/Operations Management can enhance credentials. Certifications such as PMP or Six Sigma may also be beneficial.

First and foremost work hands on, dip your hands in grease for some good time frame. Show complete commitment and immerse yourself in pure Engineering. Learn at least two parts out of many parts of engineering profession well. Simultaneously invest in studying various techniques like Six Sigma, triz ,ToC and such umpteen problem solving techniques. Create an innovation mindset by challenging yourself. Find and systematically solve last mile problems however trivial they may look in your profession. Develop your own signature. Get well versed with NPD processes. Learn essential financial and project management techniques. All these Said and done develop a mindset to look at products from final consumer mind set. Know competition.

Take on the difficult tasks, show leadership amongst your peers, and prove that you can deliver. While this is universal for any career, couple these actions with technical competence and industry knowledge, and you’ll be well on your way to a leadership role in engineering.

First and foremost, master your craft. Become a great engineer. Great engineering managers were great engineers. Look for opportunities to mentor other engineers. Take initiative and lead engineering efforts on your team. This can often be done without any formal authority or approval. But start asking for approval once you've shown you are capable. Start noticing good and bad management. Think through what you may have done differently and file away those ideas for the future.

Talk with people on your team. Set up 1:1s with them so you can get to know them better and support them. Listen to what they have to say. Lead projects from start to finish. Interact with other disciplines (PMs, Designers, Marketers) and share project updates with them. Spend time daily or weekly getting the pulse of your team. Become familiar with the required tasks for the project so you're always prepared to share updates on the project. Pay attention to bottlenecks in process and tasks engineers don't like. Research some improvements that can be made and share them with your team.

In engineering management, your broader impact extends beyond your team, influencing entire projects and company strategies. This role offers rich mentorship opportunities, allowing you to guide and learn from others, enhancing mutual growth. Networking expands significantly as you engage with senior management and external stakeholders, building valuable connections. It also provides a unique platform for personal branding, elevating your professional profile within the industry. Managing diverse team dynamics develops your emotional intelligence - crucial skill for effective leadership. These aspects combine to create a role that's not just about managing projects but also about fostering growth, relationships, and personal development.

The benefits of engineering management include career advancement opportunities, higher earning potential, the ability to drive innovation, and the satisfaction of leading impactful projects and teams. Engineering managers often play a crucial role in shaping the direction of organizations and driving positive change.

it certainly is a managerial career path, but it also comes with great responsibility. With one mistake you can ruin relationships that are hard to rebuild, you can cause damage to team's morale or straight make people leave. That's what bad or untrained EMs are doing. The benefits are expanded responsibilities, for example if you are a builder in nature and want to have a bigger picture of what is going on, this is sort of going out of the trenches into local command post. Be aware that you have to have emotional capacity to receive all the good and bad of your team members and learn to work with it, you are now a psychologist, a mentor, a coach, a teacher and a parent sometimes.

Engineering management, when executed properly, offers numerous short-term and long-term benefits. One such benefit is learning how to interact with people who, despite their high level of education, are human beings first and foremost. Paying attention to them and interacting properly can lead to significant achievements.

The engineering management position offers higher income, recognition, and opportunities for variety of projects. It enhances managerial and interpersonal skills, fostering personal development and team success. Transitioning requires skill, leadership, and business understanding.

Any thing successful in life is always engineered either knowingly or unknowingly. Hence Empathy for everything and everybody around you. Stake holders for Engineering products are innumerable. So generating empathy for everyone is a challenge. It takes time, but try definitely.

Don’t be a manager, focus on being a leader. Adjust your style and activity for the context recognising that success is a function of your team or teams success. Grow future leaders. The title is manager, your job is leadership.

Seek mentorship from current engineering managers. Learn about their experiences, challenges, and management styles. If you're considering a career in engineering leadership and looking for a mentor, I'd love to help.

Anyone can become an engineering manager (various paths, technical and not-so-much, available). Change the question to ‘how to become good engineering manager?’, then it’ll be worth discussing.