Transitioning from senior engineer to engineering manager demands a mindset shift to people focus; this guide shares concrete first-year tactics-90-day plans, one-on-ones, priority setting, and mentorship-to help new managers succeed.
The core insight is that moving from senior engineer to engineering manager is less about promotion and more about adopting a people-first mindset. The author recounts how a VP of Engineering introduced EMs at ShopBack, scaling the org from zero to seven managers and fifty engineers, and why that structural change mattered.
He outlines a practical 90-day plan that includes bi-weekly one-on-ones, building individual profiles, documenting sprint processes, and formalizing interview practices. By setting clear short-term goals and reviewing them each quarter, new managers can measure impact and stay aligned with team needs.
Prioritization is framed as company first, team second, individual third, contrasting the engineer's focus on personal output. The article shows how shifting priorities-first stabilizing processes, then hiring-helps managers avoid spreading themselves too thin and drives measurable growth.
Mentorship and networking are emphasized: talking to seasoned managers inside and outside the org provides real-world solutions to people problems. Regular one-on-ones, clear expectations with stakeholders, and a simple daily journal become the tools that turn vague leadership ideas into actionable habits.
The piece finishes with a reading list for continuous learning, reinforcing that effective engineering management is a skill set that must be cultivated just like any technical discipline.
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