Leading an Engineering Team

It’s been over ten years since I switched careers and made the jump to full-time engineering. During that run, I’ve seen a range of companies and cultures, have led various teams, and I’ve been led by a number of good managers—and one or two toxic ones. While teams can vary based on company stage and culture, there are a few key characteristics of successful engineering teams: innovation and excellence, personal engagement and ownership, and team cohesion and confidence.

Innovation is the defining characteristic of an engineering team. Engineers need to understand what they’re innovating and why it’s important. Otherwise they can get sidetracked on pet projects or less valuable work. This is especially true with code or infrastructure that is publicly available or can be contracted at a minimal cost. With a limited amount of time, every team must decide how to focus on the areas that will “move the dial”, and outsource or ignore the rest.

Once a team understands innovation goals, they can set their own priorities and workflows based on overarching goals and objects. Knowledge of what needs to be achieved leads to higher engagement in the process, and ownership of the necessary work.

Team cohesion is about the team operating as a single unit rather than a collection of individuals. As the team gains confidence in each other’s ability to personally invest in projects and own outcomes, they become more willing to support each other, accelerating innovation in the company.

Innovation, ownership, and cohesion are the most important aspects of engineering success. When we’ve been able to achieve all three at the same time, I’ve been more confident and proud of my teams, and they’ve been more fulfilled and excited and proud of their work.