Engineering Management Is 90% Negotiation
Engineering management is "90% negotiation," according to Séverin Bruhat, who's linking to FBI-inspired tactics for technical leaders. New managers are being advised to schedule 1:1s within the first two weeks, ship quick wins, and study postmortems for credibility. The focus is shifting from technical expertise to vision, judgment, and avoiding partnership mistakes.
The negotiation tactics mentioned come from former FBI hostage negotiator Chris Voss and his book "Never Split the Difference." Techniques like "mirroring," where you repeat the last few words someone says, are designed to build rapport and encourage them to reveal more information. Another tactic is "labeling," which involves identifying and articulating the other person's emotions to show empathy and de-escalate tensions. So-called "calibrated questions" are another key tool, often starting with "what" or "how." These open-ended questions are designed to make the other party think and can give them the illusion of control in the negotiation, all while guiding the conversation. The goal is to gather information and lead your counterpart to your desired outcome, making them feel like it was their idea. For new managers, the emphasis on frequent 1:1 meetings is about building trust and opening lines of communication. Experts suggest these meetings should be driven by the employee's agenda, focusing on career growth, challenges, and feedback rather than just project status updates. Studies have shown that regular check-ins with managers can lead to higher employee engagement. The advice to study postmortems is a strategy for new managers to quickly understand a team's history and challenges. Postmortems are blameless reviews of what went right and wrong in a project, aimed at learning and continuous improvement. This practice helps in identifying systemic issues and successful strategies that can be replicated. The transition to engineering management marks a significant identity shift from an individual contributor to a team leader. Success is no longer measured by personal output but by the performance and growth of the entire team. This requires a move from direct problem-solving to enabling others to solve problems. A common pitfall for new managers is the reluctance to delegate and the tendency to continue doing technical work. This can stem from a lack of confidence in the new role or a fear of not being seen as productive. However, failing to delegate hinders the team's growth and prevents the manager from focusing on higher-level strategic thinking. This role evolution demands a new set of non-technical skills, including effective communication, conflict resolution, and performance management. The focus shifts from technical perfection to balancing quality with timely delivery and aligning the team's work with broader business objectives. Ultimately, modern engineering management is about influencing people and processes. It involves creating a culture of innovation, providing psychological safety, and removing obstacles to help the team succeed. Building trust is paramount, as it encourages team members to share concerns and ideas openly.
