Here's how you can effectively lead a team of engineers in a constantly evolving industry.

Keep them interested and curious, keep them involved, be passionate about learning and continuous growth, try new ideas, encourage questioning and challenging the status quo. Keep ego's in check.

Trust and empowerment are required while leading a team in today's dynamic industry. By delegating decision-making authority to your engineers, you not only reduce your workload but also increase their confidence and ownership. This strategy promotes a culture of innovation and adaptation, which is critical in our ever-changing sector. Encouraging your team to take leadership of their initiatives fosters a sense of pride and responsibility, which leads to greater outcomes and professional development. Remember: an empowered team is a high-performing team.

I've found that fostering growth is essential in our rapidly evolving industry. One approach that's been particularly effective is separating 'owning' from 'doing'. I encourage team members to take ownership of features or projects, even if they're not directly executing on every aspect. This builds leadership skills and broadens their perspective. We also rotate production support duties, pairing junior engineers with more experienced ones. This not only spreads knowledge but also builds confidence. Lastly, I've learnt to reimagine routine tasks as growth opportunities. Code reviews, stakeholder meetings, and even writing release notes can be valuable learning experiences.

It is important to keep a team motivated and with growth expectations. Each person's motivation is different (salary, power, stability, growth in the company, etc.) it is important that leaders are aware of these on a regular basis as they can change over time.

Give them a safe space where they can thrive. Feed them with growth opportunities and lead them to reach their goals. Work with them together and listen to them. While doing all so let them take ownership of tasks, and projects and make them accountable. Let them try, experiment, fail & learn from their mistakes.

Clear communication, while essential for successful engineering management, has been one of my toughest challenges. Articulating project goals, deadlines, and expectations with precision didn't come naturally to me. Seeking training in this area was a game-changer for my career. It sharpened my ability to convey information clearly, listen actively, and provide constructive feedback. This focus on communication not only improved team alignment and project outcomes but also fostered a collaborative environment where everyone felt valued and informed. Embracing this growth area transformed my approach to leadership and significantly advanced my professional development.

Mantenha uma comunicação aberta e transparente com sua equipe. Realize reuniões regulares para discutir o progresso, desafios e mudanças no projeto. Certifique-se de que todos estejam informados sobre os objetivos e expectativas. Em um projeto de infraestrutura de TI, realizamos reuniões semanais para discutir atualizações de status e possíveis obstáculos. A transparência nessas reuniões permitiu uma melhor coordenação e resolução rápida de problemas.

Don't fight shiny penny syndrome, instead lean into it for a small allocated time. This can be in the form of "10% time" where the team spends approximately 10% of their time using some shiny new technology that could positively impact the business. Keep the aim tight but the implementation loose and see how things progress over time.

I couldn't agree more that goal setting is a cornerstone of effective engineering management. This principle was one of the first hard lessons I learned upon entering management. Ambitious yet attainable objectives are essential to drive motivation without causing burnout. Utilizing the SMART criteria—Specific, Measurable, Achievable, Relevant, and Time-bound—has been invaluable in my experience. This framework not only provides a clear roadmap for the team but also ensures that our efforts are aligned with the organization's broader goals. By setting well-defined, realistic targets, I've seen firsthand how it fosters a unified, purpose-driven environment where everyone can contribute meaningfully and progress is both visible and rewarding.

I wholeheartedly agree that empowerment is crucial in engineering management. Learning to trust my engineers and delegate authority was a pivotal lesson early in my management journey. By giving my team the autonomy to make decisions and take ownership of their work, I've seen significant boosts in creativity and problem-solving. Providing the necessary resources and then stepping back not only lightens my load but also builds confidence within the team. This approach has led to more innovative solutions and fostered a stronger sense of cohesion, as everyone feels personally invested in the project's success. Empowerment truly transforms a group of individuals into a motivated and unified team.

Delegue responsabilidades e dê autonomia aos membros da equipe. Confie nas habilidades deles e apoie suas decisões, proporcionando um ambiente onde se sintam valorizados e motivados. Durante a execução de um projeto de rede de telecomunicações, deleguei a responsabilidade de gerenciar subprojetos a líderes de equipe. Isso não só acelerou o progresso, mas também aumentou o engajamento e a propriedade dos resultados entre os membros da equipe.

Reconoce el éxito bien de dos formas diferenciadas en función de las opiniones y criterios de los colaboradores que integran tu equipo de trabajo. Reconoce en las Dailies o en reuniones de equipo si no hay inconveniente al reconocimiento público, ya sea a nivel de equipo o a nivel individual. También tienes la opción de reconocer individualmente en las sesiones 1:1 o en alguna llamada o reunión a solas con el integrante del equipo donde se expongan las buenas acciones llevadas a cabo y se anime a seguir en ese camino.

Celebre junto, converse com eles (não só de trabalho), curta o momento da equipe, fale bem das pessoas, reconheça publicamente, indique coisas boas, indique-os para posições boas, incentive-os se expressarem (principalmente em reuniões de equipe), desafie-os, puxe eles para serem a melhor versão deles mesmos. Sua função como gestor é ajudar estas pessoas a cumprirem bem o seu papel. Faça isso estando próximo deles.