There’s an old thought that a person to be a good employee must always be busy, always running, and always putting out the next fire.
For an Engineer Manager, we expect that person to switch contexts easily and recurrently. That context switch happens multiple times daily with today's comms' velocity. Sometimes even at the same hour.
And you, as a good employee and a strong professional, are always busy. You might think that no one can throw a stone at you. No one will ever catch you off-guard. Is that so?
As an Engineer Manager, you wear two pairs of shoes, the Manager and the Leader. Both roles demand some thought process happen, with full intention recurrently.
Are you asking the right questions about what is happening? Are you blocking your “thinking time” in your schedule and guarding it in an almost religious way?
Key Points

An Engineer Manager needs to have a weekly time slot to think and ask these questions:

What happened this week?
Where are we struggling?
Can we improve something?
Should we try a new approach?
How is the team?
How to bring out the best in each individual?
Do I have the right people in the correct positions?
What does the team need to be stronger?
Is the definition of success well understood by everyone on the team?
Is the team in a strong and good place?



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