You're an engineering manager. How can you develop the most important leadership skills?

In a global company, navigating communication challenges is crucial, especially given the diversity of native languages and accents. Beyond the skill of efficiently conveying information, transparency stands out as a fundamental aspect. It's a common pitfall to assume certain topics aren't of interest to your team, leading to selective information sharing. This approach, however, may cause a rift between software engineers and management. Effective managers excel at distilling information to what's most relevant to their teams, while also maintaining a connection to the broader aspects of the company not seen in daily operations. Embracing transparency fosters a more informed and cohesive team environment.

All these 7 skills are complusery just simple soul and body combination is call human being same as it How come without these 7skills , call manager .100%,right above or below who give the comments

For many leaders who were previously engineers, this can be a difficult skill to master. In my experience, being brief and telling a story that someone not in your field can understand helps clearly convey the concepts being conveyed. It is important to avoid diving in too deep, using technical jargon, or speaking in initialisms or acronyms For self-improvement, I usually ask for feedback from a trusted person in my circle—a peer, leader, or someone I am close with amongst stakeholders or customers. I will be specific by asking "How did this come across?" and "What would you recommend I do differently?" I have found being more specific in my ask for feedback elicits a more specific (and honest) answer.

As a leader, shadowing is one of the great ways to learn how to communicate in your cross-functional collaborator's language. When I was working with Sales, Finance and Marketing before, I would actually sit down with them and try to imitate what they were doing or ask for a very simple task where I can learn the basics. For example, when working with Finance before, I would look through our Purchase orders and transactions with international banks and actually create the records in the Finance system. Of course, I had Finance people double check the work and we both know it was worth our time as it became easier to communicate with them regarding the actual business requirements of a system we were working on together.

Effective communication is key for engineering managers. When presenting project updates, adapt your style to suit stakeholders' needs. Actively listen in meetings to foster collaboration and innovation. Use visuals for complex concepts to aid understanding. Continuously seek feedback to refine your approach.

Developing important leadership skills as an engineering manager involves a combination of self-awareness, continuous learning, and practical application. Here's a guide to developing these skills: Self-awareness Communication Empathy Decision-making Delegation Coaching and mentorship Conflict resolution Adaptability Strategic thinking Lead by example To develop these skills, consider seeking out leadership training programs, reading relevant books and articles, attending workshops and conferences, and seeking mentorship from experienced leaders. Additionally, don't underestimate the value of learning from your own experiences and seeking feedback regularly to continuously improve your leadership abilities.

Transitioning to managing a team of software engineers, my background in software engineering proved invaluable. In various technology management roles—from desktop support and telecom to DevOps—I've found firsthand experience critical for evaluating team performance. However, the reality of management often means little to no time for coding, posing a challenge to staying technologically current. While hands-on coding may be infrequent, participating in technical discussions remains vital. For engineering managers, contributing to these conversations not only adds value but also bridges the gap between leadership and technical teams. Personally, I stay updated by engaging with open-source projects and keeping abreast of coding trends.

People skills are the single most important skills for an engineering manager. I suggest continually reading books about people management to grow this skill set because it isn’t something covered in depth by many engineering school curriculums.

I'm a huge proponent of servant leadership. Your job as a leader is to ensure your direct reports can do their jobs. You should be regularly checking in to not only identify roadblocks you can clear, but also what skills they need mentorship in to be most effective. Both of these require fostering an environment of open communication where your reports feel free to come to you with difficulties you can facilitate overcoming.

Ayuda a desenvolverse mejor a los ingenieros de tus equipos de trabajo, fomentando la realización de workshops donde muestren su trabajo técnico y que al mismo tiempo tengan que explicar paso por paso y delante de una audiencia lo que han realizado, mejorando la capacidad de síntesis de información, de explicación y ponencia, así como de responder a preguntas y dudas. Un buen ingeniero de soluciones es aquel que partiendo de un contexto puramente técnico van asumiendo conocimientos de negocio y soft-skills.

As an Engineering Manager, mastering people skills is very important as technical aspects. Your role extends beyond just focusing on technology; it involves maintaining team motivation and steering project success in alignment with the company's goals.

People skills will foster a positive team culture. It will encourage collaboration and positive contributions to the shared goal.

Strategic skills, often overlooked by engineering managers, are vital. Teams sometimes focus on technical visions without aligning them with product and business goals, missing the bigger picture. True alignment involves marrying engineering and product visions, a task too important to delegate solely to product owners. It's a collaborative effort that elevates developers from simply executing tasks to actively enhancing the project vision. Effective managers don't just communicate this unified vision; they involve their team in its development, ensuring engagement and ownership. This approach bridges gaps between technical and strategic objectives, fostering a more coherent and motivated team.

Mediante la utilización de herramientas de innovación podemos ser capaces a nivel individual y de equipo de preveer situaciones, previsualizar los acontecimientos por venir y planear una estrategia a realizar, evaluando las posibles opciones y poniendo en común cual elegir a nivel de equipo de trabajo.

Problem-solving prowess is pivotal for engineering managers, enabling adept navigation through multifaceted challenges. It not only addresses technical intricacies but also facilitates innovation within teams. Enhancing these skills involves meticulous problem definition, comprehensive data gathering, and rigorous solution evaluation. Embracing a culture of continuous improvement, managers document insights gleaned from problem-solving endeavors, fostering organizational learning and growth. Strengthening problem-solving acumen empowers managers to lead with resilience and ingenuity, propelling projects towards success amid dynamic landscapes.

The engineering field is constantly evolving, so I will keep learning and developing myself to be able to handle,resolve and dissolve problems when they arise.

In my opinion, this is probably one of the most important aspects of being an Engineering Manager. Leading both people and projects, you need to be focused, balanced, and present. I have seen many who try to multitask during meetings and miss key details from that meeting. As an employee, there's nothing worse than talking with your supervisor about an issue, and they are responding to a text or email. Prioritize the key tasks you need to achieve each day; triage emails, slack, and SMS; schedule time to accomplish tasks where you can focus on only the task at hand (even if it's thinking and planning); and be fully present and engaged when meeting with others.

Ser capaces, como ingernieros, de planificar cada jornada priorizando las tareas en las que tenemos que poner el foro y desenvolvernos de forma aficiente es algo clave hoy en día. La realización de un Journaling es algo que se ha convertido en básico para ser ingenieros que muestran un alto rendimiento y productividad, no solo a nivel individual, sino que además conlleva elevar el nivel de equipo de compañeros que nos rodean en el día a dia.

personally on self-management skills, I could efficiently do these: Manage my time to prioritize tasks Set clear achievable goals Effectively manage the stress (healthy work-balance) Take proactive initiatives to improve expected results

Conflict management skills are absolutely crucial to become a good leader. Truth is there is no one-size-fits-all conflict management style. It depends on the personality of the leader, of the parties involved, the context. What I have learnt is that conflict management styles that I feel uncomfortable with sometimes work much better than the styles I am comfortable with. With that being said, a good leader needs to take time to learn to utilise the full palette of conflict management styles and become proficient in all styles. The five different management styles are: accommodating, avoiding, compromising, collaborating, and competing.