Should the Engineering Manager Develop as a Technical Generalist or Specialist?

As an Engineering Manager (EM) with over two decades of experience in the tech industry, the question of whether to develop as a technical generalist or specialist is increasingly relevant. With the rapid evolution of technology and changing job market demands, it’s essential to evaluate the best approach to stay competitive and effective in your role.

The Landscape of Engineering Management

In today’s job market, it seems that engineering skills often take precedence over managerial experience. Many job postings for Senior EM roles require extensive technical experience, sometimes even more than management experience. This shift raises important questions: How can an EM remain relevant? Should they deepen their technical expertise or broaden their knowledge across various domains?

Having recently transitioned to a new role in an effort to engage with technologies at a design and architecture level, I find myself reflecting on this dilemma. With a varied background that spans web development, embedded programming, Android app development, and DevOps/Cloud engineering, I possess a general knowledge of multiple tech areas, but no true specialization.

The Three Approaches to Technical Development

In considering my future as an EM, I’ve identified three potential strategies for skill development:

1. Generalist Approach

This option focuses on filling knowledge gaps across multiple tech domains without necessarily acquiring hands-on skills. The goal is to gain an overall understanding of current trends and technologies—AI/ML, data processing, cloud computing, front-end technologies, blockchain, and more. The idea is to be able to connect the dots in the IT industry and engage effectively in discussions.

2. Specialist Approach

The specialist route entails focusing on one or two areas of technology and becoming an expert in those fields. This could be beneficial for roles that require deep technical knowledge and may limit the EM’s ability to transition easily between different tech domains.

3. Mixture Approach

A combination of the first two approaches, where an EM emphasizes either generalist knowledge or specialized expertise, depending on their career goals and interests. This hybrid strategy allows flexibility while still developing depth in key areas.

My Preference: The Generalist Approach

I lean towards the first option, and here’s why:

• Team Development and Leadership: An EM’s primary role is to build and lead effective teams. This requires strong interpersonal skills, communication abilities, and the capacity to foster collaboration. While having technical knowledge is beneficial, an EM doesn’t need to know every technical detail. Instead, they should understand the “why” and “what” behind their projects, allowing engineers to focus on the “how.”

• Diverse Opportunities: The tech landscape is broad, with opportunities existing in automotive, enterprise software, fintech, energy, and public safety systems. Each of these sectors may require different technologies, from Java to C#, C++, and beyond. Trying to specialize in a single area may limit your competitiveness and opportunities.

• Personal Interest and Engagement: For me, the excitement lies in exploring a variety of topics without delving too deeply into any single one. Understanding concepts like endianness, the differences between TCP and UDP, Kubernetes (K8s), Azure Data Lake Storage (ADLS), and Apache Parquet files enriches my ability to lead effectively. While I may not be able to debug hardware or optimize SQL queries, having a basic understanding keeps me engaged and informed.

The Competitive Landscape

The question remains: Is being a generalist more or less competitive than being a specialist?

From my perspective, the generalist approach offers several competitive advantages:

• Flexibility: Generalists can adapt to varying roles and technologies, making them valuable in organizations that require agility.
• Broader Understanding: They can connect ideas across different teams and technologies, facilitating better communication and collaboration.
• Leadership Focus: By not being bogged down in the technical minutiae, generalists can concentrate on strategic thinking, resource planning, and team dynamics—skills crucial for higher-level management roles.

Conversely, specialists may excel in niche roles that require deep expertise, but their career progression could lead them away from traditional engineering management pathways towards more technical roles.

Conclusion

The decision to become a technical generalist or specialist significantly impacts an Engineering Manager’s career trajectory. While both paths have their merits, I believe that developing a broad understanding of various technologies while honing leadership skills positions EMs to thrive in a rapidly changing landscape. As we navigate our careers, let’s prioritize adaptability, communication, and the ability to foster growth within our teams.

So, to my fellow EMs out there—what approach are you considering? I’d love to hear your thoughts and experiences!

Related Posts

• My EM is closing me out of decisions and taking over aspects of my role (ETL), unsure how to handle?
• EM is not the same as Tech Lead
• Have you ever moved out (or considered to) from an EM role and came back?
• EM put on a coaching plan - looking for support
• 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?