Should engineering managers be required to code?

Engineering managers do not need to code, but having technical expertise can enhance their ability to lead effectively. The decision should be situational, based on the team's needs and the manager's role in design and validation.

Balancing Technical Expertise and Leadership

The question of whether engineering managers should code often boils down to balancing technical expertise with leadership responsibilities. Brad argues that while coding isn't strictly necessary, understanding the system and validating that the team's work is correct are crucial. "In order to design, you have to know the system that you're working on," he notes, emphasizing that a manager's role in design and validation can benefit from technical involvement ▶ 18:20.

Scott adds that the decision is situational, depending on the team's needs and the manager's role. He recalls his own experience as a "player coach," where coding alongside management duties helped maintain technical sharpness without detracting from leadership. However, he warns against managers who lean too heavily on coding due to a lack of confidence in their leadership skills, which can lead to a toxic environment ▶ 32:45.

The Role of Calibration and Competency

Calibration and competency frameworks play a significant role in determining the expectations for engineering managers. Scott describes a system where engineering managers grade competencies to minimize subjectivity and ensure consistent performance reviews. This system helps clarify expectations and identify areas for improvement, both for individual contributors and managers ▶ 2:53.

Brad supports this approach, emphasizing the importance of having written guidelines to prevent subjective assessments. He points out that without clear guidelines, it's difficult to measure what "great" means across different teams and managers. This structured approach helps maintain a balance between technical skills and leadership qualities, ensuring that managers are evaluated fairly on their ability to lead and support their teams ▶ 6:01.

Weighing the Importance of Skills

A recurring theme in the discussion is whether certain skills should be weighted more heavily than others in evaluating engineering managers. Brad and Scott agree that all skills are important and should be developed in tandem. Brad argues against weighting skills, suggesting that doing so could lead to "whataboutism" and detract from the holistic development of an employee. Instead, he believes that the ideal employee is one who pushes forward on all skills ▶ 0:00.

Scott concurs, noting that while different roles may require different emphases, it's essential to maintain a balance across competencies. He shares an example where a team adjusted their leveling guide to clarify expectations, illustrating the ongoing process of refining how skills are assessed and valued within an organization. This approach ensures that managers are not only technically proficient but also capable of effective communication, collaboration, and leadership ▶ 27:18.

Professional Judgment and Decision-Making

The ability to exercise professional judgment is another critical aspect of an engineering manager's role. Brad shares a story about an engineering manager who allowed an engineer to advocate for a project that involved consolidating a pricing module. This decision required both technical expertise and the judgment to assess the project's feasibility and impact on the team's workload ▶ 22:20.

Scott highlights that such decisions often require balancing technical skills with business acumen. Managers must be able to evaluate the trade-offs between technical improvements and business priorities. This balance is crucial for maintaining trust with stakeholders and ensuring that technical initiatives align with overall business goals.

Conclusion: A Situational Approach

Ultimately, the decision of whether engineering managers should code is not a one-size-fits-all answer. It depends on the specific context of the team, the manager's role, and the organization's expectations. Both Brad and Scott agree that while coding can be a valuable tool for maintaining technical expertise, it should not overshadow the broader responsibilities of leadership and management. By focusing on a balanced development of skills and clear competency frameworks, organizations can ensure that their engineering managers are equipped to lead effectively, whether or not they choose to code.

In their words

Brad put it this way: "Your ideal employee and the employee that's essentially going to run through the ranks are the ones that are essentially pushing the sliders forward on all of these skills." ▶ 0:00.