EMs who are hands-on with the code versus people/process managers that get involved at the high level architecture level for the most part - where do you land?

  • Date : September 4, 2024
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Engineering Managers: Hands-On Coders vs. High-Level Architects – Where Do You Land?

In the dynamic world of software engineering, the role of an Engineering Manager (EM) can vary significantly based on team needs, project requirements, and personal management styles. One of the most intriguing discussions among EMs revolves around the balance between being hands-on with code and focusing on high-level architectural decisions. Should EMs dive into the codebase, or is their time better spent on strategy and people management? Let’s explore this divide and where some of our peers land on the spectrum.

The Balancing Act

Many EMs find themselves juggling multiple responsibilities, which can include:

  1. Hands-on Coding: Actively contributing to the codebase and working alongside developers.
  2. Writing Tickets and Timelines: Keeping track of project management tasks, ensuring that everything is on schedule.
  3. Line Management: Supporting team members in their growth, addressing concerns, and fostering a positive work environment.
  4. Owning Technical Strategy: Developing the overarching technical vision and ensuring alignment with business goals.

One EM shared their personal approach, stating they are “somewhat equal parts” of all these roles. This hybrid model allows for a comprehensive understanding of both the technical and managerial aspects of the team. However, it’s essential to recognize that this balance can shift depending on the specific needs of the team and the project at hand.

The Trade-offs of Time Allocation

Time is a finite resource, and how an EM allocates it can significantly impact their effectiveness. One insightful comment highlights this dilemma: “Devoting more time to coding compromises your ability to delegate and develop others.” This statement underscores the importance of delegation in a leadership role.

When an EM spends a significant portion of their time coding, they may become less available to support their team, thereby limiting their effectiveness in fostering growth and collaboration. Striking a balance is crucial. For instance, one EM mentioned that they operated at a 60/40 split between coding and leadership, which, while allowing for some technical involvement, negatively impacted their leadership effectiveness. In contrast, a 30/70 split focused more on people leadership, enabling them to stay engaged with the tools while prioritizing team dynamics.

The Focus on Architecture

As teams evolve, so do the responsibilities of EMs. Some EMs have found themselves deeply engaged in architectural discussions yet not contributing to the codebase. This shift can be attributed to various factors, including the need for clearer communication and the ability to manage team dynamics effectively.

One EM reflected on their experience as an individual contributor (IC), stating that they often isolated themselves to focus on coding. Now, however, they acknowledge the difficulty of balancing focused coding time with the need to be present and responsive to their team’s needs. This sentiment resonates with many EMs who grapple with the dual demands of technical involvement and people leadership.

Finding Your Place

So, where do you land on this spectrum? The answer is nuanced and highly dependent on your team’s needs, the current projects, and your personal strengths. Here are some questions to consider:

  • What stage is your team at? New teams may benefit from more hands-on guidance, while mature teams might thrive with a more strategic approach.
  • What are your strengths? If you excel in technical strategy, you may find more fulfillment in architecture discussions rather than coding.
  • How do you support your team? Can you provide the necessary support while also contributing to the codebase?

Ultimately, the key is flexibility and adaptability. The most effective EMs are those who can pivot their focus based on the evolving needs of their team and the organization.

Conclusion

The ongoing dialogue about the role of EMs in coding versus architecture is a reflection of the broader challenges within software development. Whether you find yourself coding alongside your team or strategizing at a high level, what matters most is your ability to lead effectively and support your team in achieving their goals.

As you navigate your path as an Engineering Manager, remember that there is no one-size-fits-all approach. Embrace the journey, and find the balance that works best for you and your team.

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