Product managers (PMs) and engineers often face challenges in their working relationship. A common issue arises when PMs take credit for project successes, leaving engineers feeling unrecognized. To avoid this, PMs should focus on sharing credit and allowing engineers to present their work, especially when it involves significant technical effort. PMs should also understand the details of the work being done. Ignoring the importance of technical aspects can create frustration among engineers, as it shows a lack of empathy for their contributions. Successful PMs engage engineers in the decision-making process, encouraging their input and understanding of the business and customer problems, which helps in building trust and collaboration.

Engineers, contrary to some beliefs, are not only interested in writing code but also want to understand the broader business and customer challenges. PMs who allow engineers to participate in the ideation phase, rather than hoarding all ideas, help prevent the over-engineering of solutions. When engineers feel excluded, they may focus on unnecessary technical details, which can harm the product's progress. By involving engineers early in the process, PMs can reduce the risk of rewrites or over-engineering.

Rewriting legacy systems can be a trap for engineers. While the temptation to rewrite outdated systems is strong, the process often takes longer than expected, introduces new bugs, and can delay important feature development. Migrating customers and data from old systems to new ones is complex and often underestimated. Engineers and product teams should carefully assess whether a rewrite is truly necessary or if incremental improvements to existing systems would suffice.

For engineers transitioning into management, one key challenge is maintaining their technical expertise while developing leadership skills. It's recommended that engineers achieve a level of technical mastery before moving into management roles. This mastery allows them to stay connected to the technical side of their work, even if they are no longer writing code daily. Being able to ask insightful questions and understanding the challenges that engineers face are critical aspects of effective engineering leadership. Additionally, maintaining connections with technical peers and staying updated on industry trends help leaders stay relevant.

Management in engineering is often seen as a service role, where the focus shifts from personal technical accomplishments to enabling the team’s success. This requires balancing authority with empathy, as managers must support their teams while making strategic decisions. A significant surprise for new managers is the loss of control over their time; managers are often at the mercy of the team and company’s needs, with little room for personal control over schedules.

Another common misconception is the over-reliance on one-on-one meetings as a solution for building relationships. While important for direct reports, one-on-ones can become excessive, especially when done with peers and stakeholders. Such meetings can lead to inefficiency and may not always foster the desired collaboration. Group discussions and other forms of communication may sometimes be more effective for stakeholder management.

In terms of work culture, a focus on balance between productivity and work-life balance is crucial. Overworking often masks inefficiencies and prevents individuals from identifying what truly matters. Regular reflection on priorities and the delegation of tasks can help maintain productivity without overburdening team members. Working fewer hours with greater focus on critical tasks can often be more effective than long hours of unfocused work. Leaders should encourage their teams to delegate and focus on high-value activities to avoid burnout.

Finally, in platform engineering, creating a successful team requires a combination of software engineering, operations, and product management skills. Platform teams are responsible for building systems that reduce complexity and increase efficiency across the organization. To be effective, these teams must be aligned with business goals and provide measurable outcomes, such as improving productivity, scalability, or reducing costs.

What are the best ways for engineers to contribute to product ideation without over-engineering solutions?

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