Awesome presentation! You have very well summarized the role of Engineering Manager. Thanks for sharing the video on KZfaq.

This is very helpful. Thank you for sharing your experience.

Awesome presentation/talk , Very well describes Engineering manager role. I kind of motivated . Thanks for sharing.

All known points but still needed to hear it out loud. Thanks for the video and effort.

This was very helpful for me. Thanks for the upload.

Great presentation and really helpful to start a journey as an Engineering Manager…..👏👏👏

Very well articulated

I totally agree about the 1:1s. Amazing video.

Thank you. That's a really helpful sharing session.

Nice presentation!

Good speech , very down to earth, honest

Oh my god, the point about junior developers hit my spot. Feels so satisfying that you mentioned that. I worked with senior developers who are stuck in their old ways and adapt too slow. Junior developers have larger potentials, they just need the right leaders and mentors.

I am sorry, I bumped into this video. Two points: 1) Hire Junior Developers : It goes to show there's clear discrimination based on age. Just get with the fact that, its not the age, but an individual that gels to the culture/learning curve. 2) Engineering managers don't code: You're right in pointing out the need of delegation. But there are times, managers should roll up their sleeves to get into the core of the problem. Sometimes its important to put the problem on hand as first priority.

Very good presentation

I honestly believe that managers of dev teams should and must be in the code. Part of managing is managing the quality of the technological output of the team. You can’t manage quality of code without being in the code. Sure, you could outsource quality checking, but then you have to trust that whoever is doing the quality checking is doing a decent job. Likewise, for team appraisals, you can’t appraise team members and mentor them without seeing the output of their work, which is primarily code. A manger of a dev team has to read the code of their team so that they can provide effective feedback to their team. Devs teams simply cannot be managed effectively by people who cannot directly assess the quality of the code of the project or by people who cannot not assess the quality of the code of the individuals within the team. You may be an awesome people manager, but managers need to manage the output the team which requires the manager to be an expert in that output. People manages may get good results on the surface, but as more time goes by the state of the code will inevitably decrease to the point that it becomes impossible to make efficient changes. Also, timesheet approvals should be delegated to HR and not done by the managers. Hiring should also be done by someone who is technically skilled as a software engineer, again because of the quality of output aspect.

Wish I saw this few years ago 😁😁

The raise thing is 100% true, I was given EM role and was on same pay for next 1 year until I asked them for raise.

I am sorry but this is a speech from some one who "acts" like a good manager but isn't one. For one thing you'll notice is that in all the examples, she uses the pronouns I/me instead of we/us. As a manager, your team comes first. It's a selfless act.

Had you been my manager, I would have left the team immediately. You are so bad.