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As usual, @mipsytipsy breaks down what *good* engineering management incentives look like: https://charity.wtf/2020/09/06/if-management-isnt-a-promotion-then-engineering-isnt-a-demotion
I’ll">https://charity.wtf/2020/09/0... write about my (similar) take in more depth. But a few facts most people are surprised about, on what becoming an eng manager at Uber is/was like (thread):
I’ll">https://charity.wtf/2020/09/0... write about my (similar) take in more depth. But a few facts most people are surprised about, on what becoming an eng manager at Uber is/was like (thread):
1. It’s not a promotion, level or money wise. EM1 == Sr Eng comp wise. Sr EM == Staff Eng. Director == Sr Staff. And so on.
When I moved to management, my comp actually dropped: before I was at the “top” of Sr eng, but now closer to the bottom of EMs when it came to bonuses.
When I moved to management, my comp actually dropped: before I was at the “top” of Sr eng, but now closer to the bottom of EMs when it came to bonuses.
2. You don’t just “become” a manager. You *have* to go through an apprentice manager program and graduate. Graduating is ridiculously hard: as hard as manager promo. My case had 20 stakeholders giving feedback on me. Why this hard? To avoid making poor managers full-time EMs.
3. Going back to an engineer after giving the EM route a go is not seen or communicated as demotion. It’s a badge of honor and ppl have done it. Money-wise you actually might be better (see my case). You grew skills. I know people who went Sr Eng -> EM -> Sr Eng -> Staff Eng.
4. Managers have (relatively) little “power”. I don’t have a “budget” to spend on bonuses/pay rises nor do I need to “decide” between A or B to promote. It also means EMs and their directs are aligned on helping each other grow, and the team ship impact.
5. Eng strategy is one where engineers not only have a seat at the table, but drive this. I mean how else would this work in a way that other engineers but in otherwise? Our eng planning process was put together by... *gasp* mostly only engineers. Tooling also built by them.
6. Managers will always have some power tipped to them. You need a counter-balance. One thing that works is an anonymous manager survey where your directs give you (guaranteed) anonymous, brutal honest feedback & rating. We do this. It works.
7. Most of the above are pretty common at forward thinking eng orgs (Slack, FB, Google etc). They are shockingly rare at companies with non-technical leadership, or ones who think “IT” as a cost center.
Eng management should not be a promotion, but the same level as engineering.
Eng management should not be a promotion, but the same level as engineering.
