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In the industry, there still exists a constant debate on whether an engineering manager should be technical. When management styles changed from design optimization methods like Taylorism to creativity and problem-solving styles, the importance of technical competence also altered. Though the majority of engineering managers now have a technical background, the definition of technical remains hazy and often subjective.
Many engineering managers need to be technical; this question has triggered an endless debate in the industry. With management styles changing from optimisation-method like Taylorism to modern ones focused more on creativity and problem solving, so have changed the requirements for technical expertise within the organization. Such definition of technical is vague or often subjective, and most engineering managers nowadays come from a technical background.
Instead of rigidly defining technicality, the focus should be on the specific skills and knowledge required to guide teams and deliver successful projects. This blog explores the importance of technical expertise in engineering management, its changing definition, and how it impacts leadership in the tech industry.
The term "technical" lacks a clear definition, making it difficult to set consistent expectations for engineering managers. This ambiguity often leads to unnecessary debates about qualifications.
Placing too much focus on technical proficiency may overshadow essential leadership qualities like communication, team management, and strategic thinking.
Highly capable leaders without conventional technical expertise may be overlooked, limiting diversity in management styles and perspectives.
Engineering managers often struggle to balance staying technically involved while effectively leading and enabling their teams.
As technology and industry practices evolve, the definition of "technical" also changes, creating challenges in aligning managerial roles with current needs.
Establish a clear and role-specific definition of "technical" tailored to the team's domain and challenges. This ensures alignment between expectations and the manager's responsibilities.
Encourage managers to prioritise leadership skills such as communication, decision-making, and team empowerment, ensuring these are not overshadowed by purely technical demands.
Facilitate collaboration between engineering managers and technical experts within the team, leveraging their combined strengths for better decision-making and problem-solving.
Support engineering managers in staying updated with relevant technical knowledge through training, certifications, or mentorship programs, without compromising their focus on leadership.
Regularly revisit and refine the balance between technical and managerial expectations as the team, technology, and business needs evolve.
Engineering managers often juggle leadership responsibilities like team management, project oversight, and stakeholder communication, leaving limited time to stay deeply involved in technical work.
Due to fast advancements in technology, it becomes increasingly difficult for managers to maintain their technical skills, especially when they are not involved in active coding and hands-on development.
Thus, ability to be clearly differentiated between a manager and an individual-contributor is impaired; this may eventually result in micromanagement or even belittling the independence of team members.
Focusing too much on technical skills might detract from critical managerial responsibilities such as team dynamics, conflict resolution, and strategic decision-making.
Different organisations and teams have diverse expectations for what it means to be “technical,” making it difficult to set a universal benchmark for engineering managers.
The future outcomes of having technical engineering managers are multifaceted. As the definition of “technical” evolves, engineering managers who stay updated and adaptable will ensure sustained relevance, paving the way for personal career growth and significant industry contributions.
Bridging the communication gap between technical and non-technical teams, these managers can foster better collaboration and ensure alignment between business objectives and technical execution. Their comprehension of any technical concept supports their decisions, allowing them to ponder innovative ideas along with practical limitations, resulting in impactful outcomes. With that knowledge, managers can contribute significantly to brainstorming sessions, thus profiting by driving creative problem-solving and the use of new age technologies. Collaboration with such managers coins out better mentorship towards the engineers, thus overcoming obstacles and growing their skills which ultimately lead to stronger and more capable teams.
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