In our world of engineering management, a big question arises: “What is the best reward for an Engineering Manager?” People have many different answers to this. For me, the best reward is seeing my team grow and do well on their own.

Think about a day at work when your team is full of energy and ideas. They solve problems quickly and work well together. And you? You’re helping them succeed and focusing on the big picture. Your job isn’t just about managing; it’s about leading in a new way.

So, how do we make this happen? How do we unite a group to form a strong team that does better than we ever hoped? The answer is in encouraging initiative.

In this blog post, I’ll discuss the 7 Levels of Initiative, an idea from Steven Covey’s research. It’s not just a way to check how well the manager is doing in the team; it’s about helping our teams be their best.

Effective communication is pivotal in engineering management. This blog aims to dissect the intricacies of written communication, offering insights and practical tools to enhance your interactions.

While I’m no Shakespeare, writing gives me a sense of clarity. It’s a medium where I can truly articulate my thoughts and share knowledge. But let’s face it, written communication has its challenges—no facial expressions, no tone, just words on a screen. Understanding this gap is crucial for effective communication. This blog post aims to dig into the complexities of written communication, offering you a detailed roadmap for improvement.

Whether you’re drafting an extensive project plan or shooting off a quick Slack message to your team, the principles outlined in this blog can elevate your written communication across all platforms.”

Why written communication is challenging?
In verbal communication, tone, pitch, and facial expressions play a significant role in delivering your message. These non-verbal cues can help clarify meaning, show emotion, and give nuance to what you’re saying. Written communication lacks these elements. Words on a screen don’t carry tone or facial expressions, making it easier for the message to be misinterpreted. For instance, what you write with a positive intent could come across as neutral or even negative to the reader.

Imagine a skilled craftsman meticulously building a wooden chair. The finished chair, sturdy and polished, is the output. But if nobody finds the chair comfortable, the intended outcome, a satisfying seating experience, is not achieved.

This simple example from carpentry resonates deeply with the complex world of software engineering. Have you ever heard of o Software Engineer who does not like to be named Craftsman? The nuance between outcome and output is not philosophical and has profound practical implications. As software engineers, focusing on both aspects can lead to projects that are not only technically sound but also aligned with user needs and business goals.