As an engineering leader, your scope extends beyond your technical domain. You must address challenges outside your immediate vicinity and demonstrate confidence that transcends technical expertise. You’re expected to inspire trust, make difficult decisions, and drive success.
If you recently stepped into this role, you’ll have to let go of deep day-to-day engagement and stop trying to solve every problem on your own, no matter how good you are at it. You’re no longer an individual contributor. Instead, empower others and ensure they grow and contribute to the organization’s goals.
This transition wasn’t evident to me. Initially, I spent too much time writing code and debugging issues myself instead of delegating. I figured I could do something faster than asking someone else since I knew how. This mentality has two problems: first, it’s not scalable—you can’t do everything yourself—and second, it deprives your team of learning opportunities.
Top comments (0)