Introduction
When I first transitioned from engineering to management, I thought it would be a natural progression. After all, I had excelled as an engineer—why wouldn’t those skills translate seamlessly? But I quickly discovered that managing people is a completely different job.
Management isn’t about doing—it’s about enabling. That shift can feel disorienting, even frustrating, for those of us used to measuring success by the code we ship or the problems we solve. At Yotascale, this realization has profoundly shaped how we approach leadership and how we support engineers stepping into management roles.
In a recent episode of Always an Engineer, my guest Ron Lichty shared the hard lessons he’s learned about moving from coding to coaching, why great engineers don’t always make great managers, and how to embrace the mindset shift required to scale beyond individual contributions. This blog post is based in part on that conversation.
Ron Lichty has spent decades navigating the complexities of engineering leadership, from his early days as a software developer at Apple to his work helping organizations transform their engineering culture. As someone who’s transitioned in and out of management multiple times, he’s seen firsthand that leadership isn’t a natural next step for every engineer—it’s a completely different job.
Now a consultant and author of Managing the Unmanageable, Ron helps teams create environments where engineers can do their best work.
Topics We're Covering
- The Challenge of Letting Go
- From Flow State to Interrupts
- The Art of Delegation
- Navigating Conflict
- Building a Leadership Culture at Yotascale
- Advice for Aspiring Managers
- Being a Part of Something Greater
The Challenge of Letting Go
Management starts with a mindset shift. When I became a manager, I had to redefine success. It was no longer about my output but my team’s accomplishments. This wasn’t easy—especially when I felt I could solve a problem faster or better myself. But I learned that stepping back and empowering others was the only way to scale.
At Yotascale, we’ve embraced this philosophy by focusing on autonomy. We trust our teams to take ownership of complex cloud optimization challenges, and our managers work to remove roadblocks.
As I often tell our leaders, “Your job isn’t to be the smartest person in the room—it’s to create an environment where the smartest decisions emerge collaboratively.”
From Flow State to Interrupts
One of the hardest adjustments for me was giving up the "flow state" that engineers love. Management is a constant stream of context-switching—addressing team needs, resolving conflicts, and handling unforeseen challenges.
Ron Lichty, who joined me on the "Always an Engineer" podcast, captured this well: “You go from being in a flow state to being interrupt-driven. Your team’s success becomes your priority.” He’s absolutely right. For managers, interruptions aren’t distractions—they’re the job.
At Yotascale, we support managers through this transition by pairing them with mentors who’ve been through it. These mentors provide a sounding board, helping new managers navigate the shift without feeling overwhelmed.
The Art of Delegation
Management is about scaling your impact through others. But delegation can feel counterintuitive, especially for engineers who pride themselves on problem-solving. I remember one pivotal moment at Yotascale when I handed off ownership of a major product feature. Watching my team not only rise to the challenge but exceed expectations was a turning point for me.
Delegation is trust in action. It’s about empowering your team and stepping back so they can shine. As managers, we’re no longer judged by what we do but by what our teams achieve.
Navigating Conflict
Conflict is inevitable in any team, but as a manager, it’s your responsibility to address it constructively. Early in my journey, I made the mistake of avoiding difficult conversations, hoping issues would resolve themselves. They rarely did.
At Yotascale, we encourage managers to tackle conflicts head-on. Open communication and regular feedback loops are non-negotiables in our culture. To paraphrase Ron during our podcast, “The more you put off conflict, the bigger the problem becomes for your team and the organization.” I’ve found this to be profoundly true.
Building a Leadership Culture at Yotascale
Prioritizing mentorship. At Yotascale, we pair new managers with experienced mentors to guide them through the transition. This support system ensures they feel equipped to lead effectively.
Encouraging team empowerment. Our managers focus on enabling their teams, not controlling them. This philosophy fosters innovation and ownership.
Fostering a feedback culture. Feedback loops are just as important for managers as they are for engineers. Regular check-ins help us identify what’s working, what’s not, and how we can improve.
Advice for Aspiring Managers
If you’re considering a move into management, here’s what I’ve learned:
- Reframe success. Your accomplishments are now tied to your team’s outcomes. Celebrate their wins as your own.
- Invest in learning. Management is a skill, not an innate talent. Seek out mentors, read books, and embrace opportunities to grow.
- Embrace the challenge. Management is hard, but it’s also incredibly rewarding. There’s nothing like seeing your team excel and knowing you played a part in their success.
Being a Part of Something Greater
Engineering management isn’t just a career move—it’s a shift in how you measure success, how you spend your time, and how you contribute to a team.
For me, the transition was both challenging and rewarding, full of moments where I had to unlearn old habits and embrace new ways of thinking. But what’s made it worthwhile is seeing others grow—watching engineers step into leadership, solve problems in ways I never would have, and build something greater than any one person could achieve alone.
If you’re considering this path, know that it takes patience, curiosity, and a willingness to let go. And if you ever find yourself doubting whether you’re doing it right—trust me, you’re not alone.
