Ten concrete habits-growth mindset, purposeful 1-on-1s, a curated reading list, embracing imperfection, feedback loops, mentorship-that help new engineering managers quickly build effective teams and avoid common pitfalls.
New engineering managers must replace the code-centric mindset that got them hired with a people-first approach. The article argues that adopting a growth mindset is the single most powerful lever; it turns every mistake into a learning opportunity and keeps managers from freezing when they lack an answer.
One-on-ones are framed as the most valuable meeting a manager can run. They are not status updates but safe spaces where direct reports can discuss career goals, roadblocks, and personal development. Preparing thoughtful, open-ended questions and listening actively turns these sessions into trust-building engines that surface issues before they become crises.
The author layers practical tactics on top of that foundation: a short list of essential books (The Manager's Path, Accelerate, Radical Candor), a personal leadership toolkit that includes a feedback framework, delegation process, and meeting structure, and a habit of studying team dynamics to spot informal influencers and friction points. Asking "why" behind projects and delivering clear context empowers teams to make better technical decisions. Regular feedback, both given and received, and finding a seasoned mentor create a feedback loop that accelerates growth.
The piece concludes that patience is essential. Mastery of management takes time, just like learning a new language. By iterating on these ten habits, new managers can avoid the common trap of perfectionism, keep momentum, and build high-performing teams that deliver value while staying motivated.
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