Managing engineers more experienced than you

Overview
Managing engineers who have more experience than you can be challenging for new engineering managers. This article highlights common pitfalls and offers practical advice on building trust, leveraging expertise, and fostering collaborative relationships.

Key Takeaways

• Avoid assuming you know more than seasoned engineers; listen and learn from their experience.
• Communicate clear expectations without micromanaging, giving space for autonomy.
• Create an environment of psychological safety where senior engineers feel valued and can contribute ideas.
• Use situational leadership techniques to adapt your management style to each individual's needs.
• Focus on outcomes rather than process minutiae, empowering experienced engineers to drive results.

Who Would Benefit

• New or first-time engineering managers.
• Technical leads transitioning into people-management roles.
• Senior engineers preparing to step into management.
• Organizations looking to improve manager-engineer dynamics.

Frameworks and Methodologies

• Situational Leadership Model
• Psychological Safety Principles
• Outcome-Based Management