Great read, Ryan. When engineers own the decisions and solutions they bring interest, which in turn brings growth and performance. I do have one question: do you have any tips or suggestions in the case that team lead/lead engineer and engineering manager lines get blurry? For instance, on a small team there may not be enough managers or the org has no interest in adding one. How might someone in this position handle both sides of the coin?
In this situation you will need to be honest with both your team and your manager what will give. Or if that nothing is to give, everything will be average.
Taking on all this responsibility you have described is a LOT of work. As a result, you can't do everything as well as you could if you were to focus. So work out what is currently 'giving', and be extremely honest about that is the thing that is going to have to give.
Great read, Ryan. When engineers own the decisions and solutions they bring interest, which in turn brings growth and performance. I do have one question: do you have any tips or suggestions in the case that team lead/lead engineer and engineering manager lines get blurry? For instance, on a small team there may not be enough managers or the org has no interest in adding one. How might someone in this position handle both sides of the coin?
Thanks Mitchell.
In this situation you will need to be honest with both your team and your manager what will give. Or if that nothing is to give, everything will be average.
Taking on all this responsibility you have described is a LOT of work. As a result, you can't do everything as well as you could if you were to focus. So work out what is currently 'giving', and be extremely honest about that is the thing that is going to have to give.
Loved the term delayed gratification