Transitioning from an individual contributor (IC) to an engineering manager was one of the most challenging yet rewarding experiences of my career. As an IC, I thrived on solving complex technical problems, writing code, and seeing the immediate impact of my work. But when I stepped into a leadership role, I quickly realized that success as a manager required a completely different set of skills—and a fundamental shift in mindset.
I remember reading The Manager’s Path by Camille Fournier during this transition. Her insights resonated deeply with me, especially the idea that management isn’t just a promotion—it’s a career change. It’s about moving from being the person who does the work to the person who enables others to do their best work. This post is a reflection on my journey, the challenges I faced, and the lessons I learned along the way. If you’re considering a similar transition—or are already in the thick of it—I hope my experiences can offer some guidance and reassurance.
The Mindset Shift
One of the first things I had to deal with was the shift in identity. As an IC, my value was tied to my technical expertise. I took pride in being the go-to person for solving problems or debugging tricky issues. But as a manager, my role was no longer about being the hero who saved the day. Instead, it was about creating an environment where my team could be the heroes.
This shift wasn’t easy. I remember one particular sprint where a critical feature was behind schedule. My instinct was to roll up my sleeves, dive into the code, and fix it myself. But I realized that doing so would undermine the team’s ownership and growth. Instead, I had to step back, ask the right questions, and guide them toward a solution. It was uncomfortable at first, but it taught me an important lesson: leadership is about enabling others, not doing the work for them.
This mindset shift also required me to redefine what success looked like. As an IC, success was clear—shipping features, fixing bugs, and meeting deadlines. As a manager, success became more nuanced. It was about things like fostering collaboration, helping team members grow, and aligning our work with the broader goals of the organization. It took time to adjust to this new definition, but it ultimately made me a more effective leader.
What surprised me most, though, was how fulfilling this new role could be. As an IC, I felt successful when I solved problems or shipped features. As a manager, I found a similar sense of reward in helping others succeed—whether it was mentoring a junior engineer, seeing a team member grow into a leadership role or a promotion, or watching the team exceed expectations on a project. It was a different kind of sense of accomplishment, but it was just as meaningful.
Camille Fournier captures this beautifully in The Manager’s Path when she talks about the “multiplier effect” of management. As a manager, your impact isn’t limited to your own work—it’s amplified through the success of your team. This idea became a guiding principle for me. It helped me see that my role wasn’t just about managing tasks; it was about empowering people to reach their full potential.
Embrace Vulnerability and Continuous Learning
When I first became a manager, I felt like I had to have all the answers. I was afraid to admit when I didn’t know something or when I made a mistake. But over time, I realized that vulnerability is a strength, not a weakness. Admitting when I was wrong or asking for help not only humanized me as a leader but also created a culture where others felt safe to do the same.
I also learned that management is a skill that requires continuous learning. Whether it was reading books like The Manager’s Path, seeking advice from mentors, or reflecting on my own experiences, I made a commitment to keep growing. This mindset of lifelong learning has been essential to my growth as a leader.
Communication is Everything
As an IC, I could get away with being heads-down, headphones on, focused on my work. But as a manager, communication became my most important tool. Whether it was giving feedback, aligning the team on goals, or advocating for resources, I had to learn how to communicate effectively with different audiences—engineers, product managers, executives, and more.
One of the biggest challenges was learning to listen. Early in my management career, I was so focused on solving problems that I didn’t always take the time to truly understand my team’s perspectives. Over time, I learned that active listening—asking open-ended questions, paraphrasing to confirm understanding, and creating space for others to speak—was key to building trust and fostering collaboration.
Your Success is Tied to Your Team’s Success
This was perhaps the most profound lesson of all. As an IC, my success was measured by my individual contributions. But as a manager, my success became inseparable from my team’s success. This shift required me to think differently about how I spent my time and energy.
For example, I learned to prioritize coaching and mentoring. Instead of jumping in to solve every problem, I focused on helping my team develop the skills and confidence to solve problems on their own. This wasn’t always easy—it often required more patience and effort than doing the work myself—but the long-term payoff was immense. Seeing team members grow, take on new challenges, and achieve things they didn’t think were possible became one of the most rewarding aspects of my role.
Balance Empathy with Accountability
One of the most delicate balances I’ve had to strike as a manager is between empathy and accountability. On one hand, I wanted to be understanding and supportive of my team’s challenges. On the other hand, I needed to ensure that we delivered results and met our commitments.
I learned that empathy and accountability aren’t mutually exclusive—they’re complementary. For example, when a team member was struggling, I made an effort to understand their situation and offer support. But I also set clear expectations and held them accountable for their commitments. This approach helped build trust and respect while maintaining a high standard of performance.
Conclusion
Looking back on my journey from IC to engineering manager, I’m struck by how much I’ve grown—not just as a leader, but as a person. The transition was challenging, but it was also incredibly rewarding. It taught me the importance of trust, communication, and continuous learning. Most of all, it showed me that leadership isn’t about being the hero—it’s about helping others become heroes.
If you’re considering a similar transition, my advice is simple: embrace the challenges, lean into the learning, and remember that your success is tied to the success of your team. And if you ever feel overwhelmed, know that you’re not alone. Every great manager was once a new manager, figuring it out one step at a time.