Levelling up: Transitioning successfully into a manager of managers role

The talk I wish I’d found when I became a manager of managers. Tips and insights to prepare you for the road ahead.

There are at least two pivotal moments in your journey as an engineering leader: the first is moving from being an IC to a manager of ICs, and the second is from being an EM to a manager of EMs. As I progressed in my career, I found there was plenty of material on the first, which was fantastic, and I absorbed it like a sponge when I became an EM. But there is a surprisingly short supply about the second. Over the last year, I’ve grown from managing one engineering team to managing five teams, and this journey has taught me
a great deal. This is the talk I wish I’d found a year ago.

I’ll share what I learned from those first 12 months of becoming a manager of managers. My goal is to help both leaders currently in the transition and EMs thinking about stepping into a manager of managers role in the future. I’ll share my views on:

• Similarities and differences between the two roles.
• What strengths have you already developed that you can tap into, and where will you need to turn a corner?
• What were my biggest challenges as I stepped into the new shoes?
• Which things proved less challenging than the urban myths suggested?

If you’re considering taking a manager of managers role, this talk will help you decide if this is a path you’d like to try. If you’re in the midst of this journey or about to embark on it, you will take very practical tips (and some templates) to navigate this transition smoothly and successfully.

Key takeaways

• Understanding the similarities and differences between the EM role and the manager of managers role. This will help EMs thinking of this career step, leaders currently stepping into the role, and senior ICs who work directly with these senior leaders (staff+)
• Information and tips to make the transition successful: understanding your new role in how information flows in your organisation, in influencing decisions, in understanding the new nature of problems and resolution, etc.
• Challenges you might encounter (and how to prep for them). But also a message of encouragement and grounded hope that everything is “figurable”.