Cascade Talent Partners’ Post

In case you ask me "Why engineering management"? In the dynamic sphere of the IT industry, the role of an Engineering Manager is not just beneficial, but indispensable. 👩💻👨💻 These industry professionals are the backbone of every successful project. They serve as a bridge, connecting the technical team with business stakeholders. Their expert grasp of both worlds ensures that every project aligns with the company's goals and business strategy, fostering a seamless execution of ideas. Engineering Managers are the guiding force behind their team's progress. They inspire and direct their teams to foster innovation and creativity, leading to the development of new and exciting technologies. They encourage a culture of continued learning and advancement, which is essential in an industry that is always evolving and advancing. Quality control is another key aspect of their role. They maintain rigorous standards to ensure that every product, every solution, is of the highest quality. This commitment to excellence is what helps to deliver cutting-edge solutions that keep businesses at the forefront of their industry. Beyond that, Engineering Managers also play a crucial role in team development, building a collaborative environment that encourages growth, inclusivity, and mutual respect. They mentor, support, and guide their team members, fostering a work culture where everyone can thrive. So, here's a big shout-out to all the Engineering Managers out there, tirelessly working behind the scenes to keep the wheels of the IT industry turning. Your contributions are invaluable, and I appreciate all that you do! 🎉 #engineeringmanagement

I've been thinking about what an Engineering Manager's job entails. I found that it's a mix of the following: 1. People Management - Focuses on who is doing the work and how they continue to meet expectations, thrive, and stay motivated. 2. Project Management - Focuses on how the work is getting done, when it will be done, and what kind of coordination is needed.  3. Stakeholder Management - Answers the questions: Is the right work getting done? Is it getting shipped timely? Does everyone know what is being shipped and when? 4. Technical Representation - Is the work getting done in a way that enables us to achieve our long-term goals? Are the expectations reasonable? This enables us to bridge the gap between the engineers building the software, and everyone else in the company. 5. Strategy - Ask the question: What does success look like and how do we continuously work towards it? 6. Org-Impact - This is a continuous reflection and execution on how we foster an environment where engineers continue to thrive and we attract and hire the right people for the job. - See this post on my substack with a concise (but not so neat) image detailing the various tasks.

💻 Should Engineering Managers be expected to code? 💻 A question that that I don't think has a clear answer. But the reality is, an Engineering Manager is a middle management role. It is a role that has pressure from all angles, huge expectations and full of people challenges. The EM will be focused on crafting a culture and strategy within their direct team. They will be dealing with the day to day challenges of leading individuals and also ensuring the tech principals are being delivered. Then they also have the pressures from above, and having to report back to them on expectations that have been set. An Engineering Manager, recently shared with me how they break down their time, and I thought I would share: Technical (35%) - Code reviews, hunting for bugs, pair work with the team, System updates and tech best practices. Managerial (35%) - People management, performance management, strategic planning, meetings with peers Recruiting (15%) - Talent retention and attraction, Blog posting, attending conferences Administrative (15%) - Emails, Slack, Instant messages, reports The EM role is tough, it is full of responsibility and expectation. I like this structure as it focuses on developing the skill of the team. If you are looking to recruit an Engineering Manager, I would recommend that you consider what is the most important outcome that you are looking for before committing to the Engineering Manager job title

An analysis of job trends found that demand for engineering managers will increase 21% by 2028. To fill this gap in their engineering teams, leaders will need to foster career growth and leadership from within. But what are the critical soft skills that one needs to propel developers to the next level? 🥇 Communication: A 2019 study by LinkedIn revealed that 92% of hiring managers say soft skills, particularly communication, are crucial for hiring the right candidate. Build on your verbal and written communication skills to enhance your articulation of complex technical concepts to both engineering colleagues and nontechnical stakeholders clearly, and with the appropriate context. 🥈 Problem Solving: Effective problem solvers can identify issues, analyse complex situations and devise innovative solutions quickly. What makes senior- and management-level engineers stand out is their ability to see the big picture of the problems they're solving: not just what's technically required to address them, but why doing so matters for the business. 🥉Leadership: Aspiring senior developers and engineering managers must demonstrate leadership by taking initiative on projects, making strategic decisions aligned with business objectives and providing mentorship to junior team members. When your team members demonstrate these leadership qualities while still in a junior role, it can help them move up the ladder more quickly. 4️⃣ Collaboration: Senior developers and engineering managers should be excellent collaborators who can facilitate communication on their teams, delegate tasks appropriately and create a culture where every team member feels respected. 5️⃣ Adaptability: Senior developers and engineering managers must be adaptable and keep apprised of new technologies and industry trends. Staying current with these trends and being open to change—and learning—are key skills for career advancement.

How to Handle Human Resistance to Digital Change Digital transformation initiatives are more successful when project teams include comprehensive people change management. Yogi Schulz, Engineering.com, October 22, 2023 People change management receives too little attention on many projects, including digital transformation initiatives at engineering companies. Projects flounder, money is wasted, and staff morale is undermined when too little attention is evident. In the worst case, projects fail or are cancelled. Digital transformation initiatives encounter the following common change management issues that can all be remedied with low-risk actions. https://lnkd.in/gAx4bNKd

Congrats!! You Have Received A New Project. We Need a Practically Focused (Virtual) Engineering Assistant Are you overwhelmed with your new project? Congratulations on landing a new project! It's a testament to your skills and expertise, managing a project when faced with a myriad of technical inquiries. That's where a practically focused (virtual) Engineering Assistant can be a game-changer. We're seeking a professional solutions to transform technical inquiries into actionable solutions. Understanding the Challenges Successful project execution requires a deep understanding of the hurdles. This involves: Identifying potential bottlenecks Analyzing project risks Assessing resource constraints Developing Effective Solutions A skilled Engineering Assistant can: Troubleshoot technical issues Develop strategic solutions Implement practical, cost-effective measures Securing Management Buy-in Gaining management support is crucial for project success. An Engineering Assistant can: Create compelling business cases Demonstrate ROI Build strong relationships with stakeholders Future-Proofing Your Project To ensure long-term success, consider these aspects: Identifying emerging trends Exploring innovative technologies Developing a roadmap for future growth By addressing these challenges and opportunities, you can significantly enhance your project's outcome. Are you ready to take on this challenge? Let's connect and discuss how we can collaborate to achieve project excellence. *If it does not match your interest we request you to kindly refer your friends who can take up this project. #EngineeringAssistant #ProjectManagement #TechnicalSolutions #ProblemSolving #Innovation #Leadership #VirtualAssistant #CareerOpportunities

Advancing from a Senior Engineer to a Principal Engineer is a significant career milestone, characterized by higher responsibilities, strategic thinking, and leadership at an organizational level. Here’s how to successfully navigate this transition: 🔹 Mastering Technical Depth: As a Senior Engineer, you already have deep technical expertise. To move forward, you need to further master your domain while also expanding your knowledge to cover multiple technical areas, allowing you to address complex and cross-functional challenges. 🔹 Leading and Mentoring: Transitioning to a Principal Engineer involves not just leading projects but also guiding teams. Mentor junior engineers, share your knowledge, and help elevate the overall technical proficiency of your team. 🔹 Strategic Vision: Develop a strong understanding of the business goals and strategic direction of your organization. Align your projects and initiatives with these goals, demonstrating how technical solutions can drive business success. 🔹 Driving Innovation: As a Principal Engineer, you are expected to pioneer new technologies and methodologies. Lead innovation within your team, and don't be afraid to experiment and push the boundaries of what’s possible. 🔹 Enhancing Cross-Functional Collaboration: Work closely with other departments to ensure that engineering efforts are in sync with overall company objectives. Improve communication channels and build strong relationships across teams. 🔹 Taking Ownership of Complex Projects: Own the most challenging and high-impact projects from inception to deployment. Show that you can handle ambiguity, drive projects to completion, and deliver exceptional results under tight timelines. 🔹 Developing Leadership Skills: Beyond technical prowess, hone your leadership skills. Manage and resolve conflicts, inspire your team, and build a collaborative and inclusive engineering culture. Transitioning to a Principal Engineer role is about deepening your technical expertise, leading with vision and innovation, enhancing cross-functional collaboration, and driving strategic initiatives. Embrace these elements to elevate your career and make a significant impact on your organization! #CareerAdvancement #EngineeringLeadership #ProfessionalGrowth #TechIndustry #PrincipalEngineer

One question that came up recently was the role of an engineering manager. Many worry about losing hands-on technical skills due to lack of day-to-day working in code. But in truth, we know coding is all but a fraction of an engineer’s time. On the flip side, there are other technical skills to be gained. There is the luxury of observing many people trying out different things, learning how they work and what works well and what not so well. A good engineering manager is able to synthesize these observations into patterns that can be applied for the rest of the team, lifting the team capabilities. Another role is that of a sounding board, to be the person that listens to the staff’s technical approach and to communicate back. Most people, even the smartest ones, need someone to help iterate their ideas or to spar with them in their thoughts. This exercise allows them to explore the options, understand the missing pieces and hopefully, come up with a better solution. In reality, engineering managers also have the challenge to deal with the most difficult problems. One is triaging and deciding the course of action for a technical issue. How does one stay patient and yet maintain the sense of urgency to guide the team to resolve the issue. And many times, literally be the chief debugger of the issues as the engineering manager usually have the broadest context of the underlying code base. Those fears aside - I think the engineering manager is a very impactful role. They make the team productive and grow each team member. It is a very rewarding role but the pay back does take some time. To be able to see the team grows in capabilities and individuals succeed are the greatest satisfactions to be had in a job. I wonder what do you all think. 🤔

The Difference: Ownership vs. Task-Oriented Engineering In the engineering world, the approach we take can significantly impact the outcome of a project. Two common mindsets are ownership-oriented and task-oriented, each bringing distinct advantages and challenges. #1_Ownership_Oriented_Engineers: These engineers view a project holistically. They are driven by a deep sense of responsibility, aiming not just to complete tasks but to ensure the project's overall success. Their focus is on the end goal, and they actively seek ways to improve and innovate beyond their assigned duties. Advantages: #Holistic_Perspective: They anticipate and address potential issues before they become problems, ensuring smoother project execution. #Innovation: With a vested interest in the success of the project, they are more likely to propose creative solutions and improvements. #Leadership: They often take on leadership roles, guiding teams through challenges and fostering a collaborative environment. Disadvantages: #Risk_of_Burnout: The high level of personal investment can sometimes lead to burnout if not managed well. #Scope_Creep: Their drive to improve the project can occasionally lead to scope creep, where the project expands beyond the original plan. #2_Task_Oriented_Engineers: These professionals focus on specific tasks and milestones within a project. They are efficient in executing their assigned duties and ensuring that each task is completed as planned. Advantages: #Efficiency: Their focused approach often leads to timely and accurate completion of tasks. #Clear_Deliverables: With a defined scope of work, it's easier to track progress and measure performance. Disadvantages: #Limited_Perspective: Their focus on individual tasks may result in a lack of awareness of the broader project context. #Less_Initiative: They might be less inclined to propose improvements or solutions outside their specific tasks. #Coordination_Challenges: They may require more guidance and communication to ensure their work aligns with the overall project goals. In summary, both approaches have their merits. Ownership-oriented engineers excel in driving projects forward and fostering innovation, while task-oriented engineers ensure clarity. Balancing these approaches can lead to a more effective and successful project execution. What type of engineer do you prefer?

Engineering management: 80% people, 20% engineering. Intrigued? Read on. 👇 In engineering management, it's a common misconception that the job is all about technical expertise. It's not. In fact, 80% of it is about people, and only 20% is about engineering. Imagine you're an engineering manager. You're technically proficient, sure. But your day-to-day isn't filled with coding or designing. Instead, you're in meetings, you're strategizing, you're mentoring. You're dealing with people. As an engineering manager, your role is guiding your team towards a common goal. This requires understanding each team member's strengths, weaknesses, motivations, and aspirations. It's about fostering a culture of collaboration and mutual respect. It's about communication, conflict resolution, and building relationships. That's the 80%. Now, let's not forget the 20%. Yes, you need to understand the technical aspects. You need to make informed decisions, provide technical guidance, and ensure the quality of the work. But remember, this is just a fraction of your role. So, if you're an aspiring engineering manager or even a seasoned one, remember this: your technical skills might get you the job, but your people skills will make you excel. Remember, engineering management is a balancing act. It's about people and engineering. Mastering this balance is what makes a genuinely great engineering manager. What are your thoughts?