There’s a subtle distinction between the role of a technical lead and the role of an engineering manager. Many companies mix or blend the titles, roles, and responsibilities in a way that can be confusing, but I’d like to try to clarify.
For the sake of this conversation, I’ll say that a technical lead is primarily responsible for the work, and a manager is primarily responsible for the people who do the work.
I’ve talked to some people who fully support the need to manage work, but cringe when they think about managing people. I think that’s unfortunate, even if it is understandable.
If their experience is with managers who believe that managing people means exercising authority over their actions with a classic top-down, command-and-control style, then I understand their distaste for the idea.
But managing people is not about controlling them. Instead, it’s about creating the conditions in which they can succeed. Where a technical lead creates conditions to support excellent work products, and a project manager creates conditions for the success of a project, a people manager creates conditions for the human beings on their team to find their personal success within the context of the work projects that make the organization successful.
Sometimes, creating those conditions means providing resources, shielding from politics, or championing a cause. Other times, it may mean offering uncomfortable feedback and highlighting growth opportunities.
If you’re considering where people management may fit in your career plan and you’d like to avoid promotion remorse, let’s talk. Visit stevedwire.com/talk to start the conversation.
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