You Don't Need a Title to Succeed

A common misconception is that success is only achievable through management roles. Highly skilled engineers, designers, and technicians bring immense value to their organizations. Many companies have created career paths that allow these individuals to advance in both technical and managerial tracks, often receiving comparable promotions and salaries.

Exceptional individual contributors can significantly influence their companies. They provide mentorship and guidance to those learning the ropes, reinforce positive behaviors, and help cultivate the organization’s culture. Often, they are more in tune with the work than their managers, which allows them to deliver timely feedback and foster growth.

Understanding your company's career options is crucial. Don't assume that management is the sole route to higher authority or pay. It's also important to remember that this choice isn't irreversible. Many professionals try their hand at management only to realize it's not their calling and transition back into specialized roles.

Organizations are increasingly aware that if management is seen merely as a stepping stone to greater pay or status, they'll attract leaders who are motivated by those incentives alone. This can lead to ineffective leadership and discourage investment in technical skills, weakening the company overall.

Effective managers thrive on leading and developing their teams. If those aren't your primary motivations, you might struggle with the inevitable challenges that come with managing a group.

Your Role Will Change

If you're a talented engineer, it's reasonable to assume you could excel as an engineering manager. After all, your primary goal would be to help others achieve the same high-quality work you do. However, this perspective can be misleading.

When someone encounters a problem, you might find yourself diving into the details to solve it. You become busy, equating activity with productivity. However, by solving every issue, you might inadvertently hinder your team's ability to learn and grow independently. Instead of fostering a team of capable engineers, you risk creating a dependency on your expertise. As a result, you may find yourself stretched too thin, failing to provide necessary leadership and direction.

The more challenges arise, the more you may revert to your engineering skills. Before long, you could fall into the trap of micromanaging. It's easy to confuse being a manager with continuing your previous professional tasks.

Once you step into management, your responsibilities shift. You'll be focused on communication, strategy development, team building, meeting facilitation, feedback provision, and conflict resolution. Your role is to guide a team of professionals to excel in their work, a task that becomes impossible if you remain mired in day-to-day tasks.

As a personal guideline, if I find myself engaged in engineering tasks for over 10% of my week, it's time for me to reassess my priorities. It often indicates I'm avoiding essential management responsibilities.

Effective Communication is Key

I tend to be vocal and enthusiastic, often reacting quickly to issues. While this approach works for me in many situations, it doesn't suit every circumstance. Conversely, a colleague of mine is more reserved and thoughtful in her responses. Each of us has a unique style that can be effective in different contexts.

However, the universal principle that transcends all management styles is the importance of clear communication. It's perfectly acceptable to express passion for your work, but it's crucial to explain your enthusiasm to your team. People are less likely to follow a leader who reacts impulsively to every issue. When they understand the rationale behind your excitement, they are more likely to share in that energy.

Similarly, if someone is more reflective, it's essential for them to articulate the reasons behind their deliberation. Team members prefer a leader who thoughtfully considers options rather than one who appears indecisive.

Embrace your unique style—whether it’s energetic and passionate or calm and analytical. Success is achievable with any approach, as long as you prioritize empathy and transparent communication. Always strive to convey the truth, even when it's uncomfortable. Helping your team understand your rationale fosters trust, a cornerstone of effective management.

Setting High Standards is Not Micromanagement

When new managers discuss behaviors to avoid, micromanagement consistently ranks at the top of the list. Many have experienced the frustrations of overbearing supervisors, making them particularly wary of adopting similar habits. However, becoming too disengaged can yield even worse outcomes.

I once had a manager who exemplified this extreme. Initially, the freedom was refreshing, but his lack of engagement left the team without direction. He couldn't provide meaningful feedback, prioritize tasks, or distinguish between high and low-quality work. This disengagement bred resentment within the team, leading to a complete breakdown in accountability.

Demanding excellence is not synonymous with micromanagement. As a manager, it’s your responsibility to ensure that your team delivers quality results. Upholding high standards and holding people accountable is an integral part of the role. However, micromanagement often arises when leaders become overly focused on how tasks are executed rather than on the outcomes.

It's crucial to allow team members the freedom to determine their paths to achieving objectives while also maintaining accountability for the level of excellence you know they can achieve.

Expect Mistakes Along the Way

As a new manager, you will make mistakes. The nuances of leadership are often less intuitive than we hope. You'll face challenges and make poor decisions—it's part of the journey.

There's no need to pressure yourself to have all the answers. No one expects that, and pretending to know everything can jeopardize your credibility. Don't hesitate to admit when you're unsure and seek assistance. Most people are willing to help; leverage their support.

Ultimately, you are still the leader, and tough decisions will fall to you. How do you allocate limited resources? Do you communicate bad news now or wait for a potential turnaround? What’s your response when faced with unwelcome feedback?

Initially, you might not make the right call, and that’s okay—everyone missteps. The key is to acknowledge your errors and learn from them.

When you make a mistake, those around you usually recognize it. They are often waiting to see if you will take responsibility. If you do, it can help restore trust and foster future improvement. Conversely, evading accountability risks eroding the confidence of your team.

As you assume greater authority, your mistakes will carry more weight. Thus, it's vital to make early mistakes that are manageable and recoverable. Look for opportunities to take small risks and incorporate feedback mechanisms to evaluate your decisions. Monitoring your actions will enable you to adjust as necessary.

Once you accept that perfection is unattainable, you can freely explore different approaches, challenge old assumptions, and test new ideas. Releasing the need to project unwavering confidence opens the door to genuine learning.

Remember, no one expects you to be flawless. They anticipate growth and improvement. So, embrace your mistakes and seek help—it's the most effective way to learn.