It has been over 18 months since I stepped into the engineering lead role. As I am turning a new page and focusing on Architecture, I want to reflect on the mistakes I made, and I hope others will avoid those pitfalls by considering the following areas.

Have Clear Transition Plans

You may think the transition is about handing off current work to someone else so that you could focus on this new role. It is natural to assume that you could merely follow what other engineering leaders have been doing and be consistent with the rest of them. The reality is that there are many responsibilities given to this role with the expectation to deliver a high-quality product on schedule. Therefore, it is a good idea to set and keep track of your milestones and goals to fulfill these responsibilities. If you are not clear about them, make sure you talk with your manager.

Focus on Results, Not Process

You may be excited about planning and getting your group organized. You think if each member of the group knows what they are doing and you listen to their feedback regularly, your group will be successful. However, a well-running group is only in a good position for achieving results, not a result in itself. If you are busy planning and getting your group organized, make sure that you also guide your group to specific, measurable, and meaningful outcomes.

Improve Your Soft Skills

Critical thinking is essential to your role. While you should open to new ideas, you do not want to be easily swayed by others' opinions. Take the time to study more, understand what others are saying, have crucial conversations when stakes are high and drive a decision. While having conversations with others, don't fall into the trap of focusing too heavily on details. Make sure to step back, regularly tell others about the big picture so that they don't get lost.

You may have to work on other areas. Some behaviours are detrimental: quickly dismisses others' views, micromanages your reports, reacts negatively to feedback, seeks gains at others' expense, and intimidates others.

Stay Involved and Hold Yourself Accountable

Managers know that they should not micromanage. However, some managers interpret this as not staying involved. You will need to get involved in ensuring that team members are clear on the desired outcomes, check in on progress and provide guidance regularly.

Recognize Other's Contributions and Develop Your Team

We tend to be busy getting the group organized so that we could deliver. The truth is that your group is made up of people who need recognition. They also need you to take the time developing them.

Avoid the Us Versus Them Mentality

There may be a time that you alienate another group because you want your group to succeed, achieve quick wins, and meet your goals. However, we would not be successful if any of the groups suffer from delivery, that is, the product is not in the hand of our customers. Identifying opportunities for collective quick wins will significantly increase the chances of our success.

Build Your Support Network

You will need to set realistic expectations about what you could or could not do. For examples, ask for a Product Manager when your group needs one, have somebody to speak up and be the voice for your group if you are remote, establish close communication with upper management and raise concerns early enough when you know your group would suffer from growth due to our organizational structure. Make sure you know your limits, admit them, and ask for help.