Engineering management may be the most unnatural act of all

8/2/2016

This article examines the challenges of transitioning from an individual contributor role to an engineering management position. It highlights the inherent difficulties in managing people and projects, as well as the need for a different skill set when moving into a managerial role. The article suggests that engineering management can be considered an 'unnatural act' because it requires a shift from solving technical problems to focusing on people, communication, and organizational dynamics. It discusses the importance of understanding and balancing the needs of both the team and the organization, as well as the need for continuous learning and self-improvement in the field of engineering management. Overall, the article provides insights into the unique challenges and skills required in the transition to engineering management.

engineering management ꞏ tech industry ꞏ leadership ꞏ team management ꞏ project management ꞏ software development ꞏ technical leadership ꞏ management skills ꞏ career development ꞏ workplace dynamics ꞏ leadership challenges ꞏ management techniques ꞏ productivity ꞏ technology teams ꞏ work culture ꞏ team collaboration ꞏ decision-making ꞏ communication ꞏ work-life balance ꞏ employee motivation ꞏ professional growth ꞏ software engineering ꞏ organizational structure ꞏ leadership development ꞏ team building ꞏ software industry ꞏ workplace efficiency ꞏ management strategies ꞏ people management ꞏ team productivity ꞏ remote teams ꞏ management styles ꞏ employee satisfaction ꞏ agile management ꞏ technology leadership ꞏ employee engagement ꞏ management roles ꞏ managing workload ꞏ tech startups ꞏ employee performance ꞏ management best practices ꞏ team dynamics ꞏ project coordination ꞏ team empowerment ꞏ innovation ꞏ workplace challenges ꞏ team motivation