From Engineer to People manager- A Road less travelled.
With my 15+ years of experience in dealing with people and people management, I firmly believe that earning people is the biggest achievement. Titles and positions may come and go, but the respect, trust, and loyalty you build with your team define your true success as a leader.
Why an Engineer Cannot Be a People Manager
Being a great engineer doesn’t automatically make someone a great people manager. As per stats, very few engineers who transition into people management naturally carry the core people skills like compassion.
They might be logical, analytical, and great at problem-solving, but empathy or emotional intelligence? That’s a different game altogether.
For engineers turned managers, it takes an extra mile of effort to align with the people process. It’s not just about running meetings, tracking deadlines, or ensuring deliverables—it’s about understanding people, listening to them, and making them feel valued.
The Bias That Engineers Carry
Engineers love structure. They love facts, figures, and logic. But when they move into management, they carry biases—favoring what they personally believe is right.
They would rather declare things than discuss them.
If an engineer-turned-manager is also too proud of their achievements, that just adds fuel to the fire. Instead of being open to different viewpoints, they:
Stick to their own way of thinking.
Shut down ideas that don’t fit their
technical mindset.
Expect people to follow instructions
rather than collaborate.
And that’s where the real problem begins—because managing people isn’t about controlling them, it’s about guiding them.
Breaking the Ice: Being a Manager Is About People, Not Just Work
A manager has to be approachable, no matter how introverted they are on a personal level. Once you step into this role, it becomes your responsibility to be all ears to your people—whether it’s a work challenge, a personal issue, or just a casual chat.
A real people manager:
Doesn’t say "I don’t have time" when
employees need them.
Doesn’t skip coffee breaks, lunches, or
team activities because they think it’s a
waste of time.
Motivates the team beyond just
deadlines—encourages them to grow,
take ownership, and enjoy the work they
do.
If you’re not doing this, then you’re just another manager who runs projects, not someone who leads people.
A True People Manager: Big Daddy, But with Mom-Like Comfort
A manager should be someone people respect like a "Big Daddy"—strong, guiding, and leading from the front. But at the same time, the team should feel so comfortable that they can open up on any topic, just like they do with their moms.
If your people hesitate to speak to you, if they don’t feel comfortable sharing their concerns, or if they only talk to you when it’s work-related—then you’re not a people manager, you’re just a boss with a title.
You Are Not a People Manager Until You Earn People
At the end of the day, managing people isn’t about your title, your position, or the size of your team. It’s about earning the trust of your people.
If your team sees you as just another authority figure, if they don’t feel connected to you, if they don’t want to confide in you—then you have failed as a people manager.
A true leader doesn’t just manage work, they win people. And if you haven’t earned that, then you’re just another name in the system—easily forgotten and quickly replaced.
Regards ,
Rachana Bahel.
