Yes and no, right? When you code, you are focused on your own work and not others. You stay a lot more hands-on. But if you’re also a manager you keep being interrupted and will struggle to stay in the flow to that real meaningful work requires. Unless you ignore your reports ofc!
I’m an EM who codes, but only when it’s necessary. Most of my Engineering contributions are on non-critical paths and I’m heavily involved in architecture design. I’ve seen the teams benefit from my experience and I also get to keep my skills sharp.
I’d say this is stronger on the no side. An Eng manager that is already overloaded is only going to code by taking time a way from higher leverage work.
Coding as an Engineering Manager should be a reward for already having a high performing team. Until then, it’s unlikely to be the right place to invest time. And even when the team
Is doing well, coding is only one way to spend your spare cycles.
Mistakes I have previously made as EM:
1/ taking coding projects that have tight deadlines (EMs get interrupted)
2/ taking projects that shield the team (rather than building their resiliency)
3/ coding rather than thinking about the team’s strategy, future direction, or coaching team members.
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They’ve flattened three roles into one and gotten just one wildly stressed ineffective senior
Is doing well, coding is only one way to spend your spare cycles.
1/ taking coding projects that have tight deadlines (EMs get interrupted)
2/ taking projects that shield the team (rather than building their resiliency)
3/ coding rather than thinking about the team’s strategy, future direction, or coaching team members.