One of the biggest difficulties in transitioning from a software developer to a manager is coming to terms with the fact that you won’t be writing as much code anymore. As an engineering manager, your responsibility shifts toward people management, project planning, and strategic decision-making. But does this mean you should stop coding entirely?
Common Justifications for Managers Writing Code
When managers continue to write code, they often justify it with these reasons:
1. “I need to keep my programming skills sharp”
This is a valid concern. Technical skills can deteriorate over time without practice. But consider whether maintaining those skills at their peak is necessary for your current role. There are other ways to stay technically relevant without directly competing with your team for coding tasks.
2. “I can do it faster. I have more context.”
While this might be true in some cases, especially for managers who recently transitioned from being individual contributors, it’s important to consider the long-term implications of this approach. When managers consistently take on coding tasks because they can “do it faster,” they:
- Prevent team members from gaining context and experience
- Create bottlenecks where work depends on the manager
- Send a message that they don’t trust the team to handle important tasks
3. “We’re understaffed and I need to fill the gap.”
In resource-constrained environments, managers often feel pressured to contribute as both a manager and an individual contributor. While this might be necessary in the short term, it’s not sustainable and can lead to burnout and ineffective management.
When Managers Should Code
That said, there are legitimate reasons why engineering managers should maintain some level of coding activity:
For Technical Understanding
Writing code, even if limited to small tasks or technical spikes, helps managers understand the challenges their teams face. This hands-on experience is invaluable when making decisions about architecture, technical debt, and prioritization.
For Code Reviews
Participating in code reviews allows managers to stay connected to the codebase and provide valuable guidance without taking on implementation responsibilities. It’s a balanced way to stay technically involved.
During True Emergencies
When critical production issues arise, having a manager who can step in with technical expertise can be invaluable. These situations should be rare, however, and not used as an excuse for regular coding.
Finding the Right Balance
Being an effective engineering manager will always require coding to be a part of your role—just make sure you do it for the right reasons. Here’s my advice:
- Set clear boundaries: Define when you’ll be involved in coding and communicate these boundaries to your team.
- Prioritize mentorship over implementation: Instead of doing the work yourself, pair with team members to help them grow.
- Stay curious but not controlling: Ask questions about technical details without dictating solutions.
- Focus on enabling others: Your success as a manager is measured by your team’s performance, not your individual contributions.
The transition from developer to manager doesn’t mean abandoning your technical roots. It means evolving your relationship with code to serve your new role better. The most effective engineering managers combine technical understanding with leadership skills, creating an environment where their teams can thrive.
Remember: your value as an engineering manager comes primarily from your ability to develop and empower your team, not from the code you write.