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  "title": "Choosing the Management Track | blog.danielna.com",
  "note": "I wish I would have written this article. I agree with nearly all of it. It is a great perspective on the path of engineering management. He hits many topics that I have seen dozens of new engineering managers struggle with. \n\nI agree with his position in managers coding. I tend to see it as an anti-pattern. When managers are coding it has often meant that there are harder problems, often that they feel unsure how to solve, that they are putting off. \n\n> My advice: find time to scratch the coding itch outside of work.\n\nTotally agree. Many in engineering managers have loved coding. It can still be a great hobby. Or find ways to use those coding skills to automate tasks in your position. But never take sprint points. \n\nThis next point is stated so well. \n\n> The power dynamics of management are serious and livelihoods are at stake. Don’t trivialize them with jokes.\n\nI really dislike jokes like this. It is an absolute \"no go\" zone in my book. \n\nAnd yes, while you are not coding spent points you absolutely must be up-to-speed on the technical aspects. \n\n> But you must have real smells and opinions on how technical projects are delivered, agnostic of their implementation details. And you must be technical enough to know when a project feels like it won’t deliver and intervene appropriately to force it back on track.\n\nThe way I often say this is that I think of engineering leaders as great food critics, but not actually chefs. \n\nAnd this is a great way to think about why this is worth all the effort. \n\n> Management is a privileged position to provide that environment for others. And when it’s working - the team is healthy and collaborative, ICs are growing via stretch projects, and you play a role in the development of autonomy/mastery/purpose of a teammate - there is no better feeling in the world.\n\nSeeing teams succeed and win, and being part of making that happen, is one of the greatest things. ",
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