What exactly does an Engineering Manager (EM) do? In this article, we explore the key responsibilities, challenges, and skills required for the role—based on insights from a current EM working at a major tech company in Japan.
What Does an Engineering Manager Do?
The role of an Engineering Manager varies by organization. In some companies, EMs focus primarily on people management, while in others, they are responsible for product delivery, technical quality, or project execution.
At its core, the EM role often centers around three main areas:
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Deliverables – ensuring high-quality outputs from the team
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People – managing growth, motivation, and well-being
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Resources – allocating time and budget effectively
An EM’s mission is to balance people and product. “Even if the output is excellent, the team must be happy and sustainable in the long run.”
Key Stakeholders an EM Works With
EMs serve as bridges between various stakeholders, including:
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Senior leadership (e.g. directors or VPs)
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Engineering team members
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Product managers (what to build)
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Project managers (when to build it)
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Other departments (e.g. data, finance, operations)
This cross-functional role demands both technical understanding and strong communication skills. An EM ensures that everyone involved is aligned and moving in the same direction.
How EMs Differ from Project Managers
Project managers typically focus on timelines, budgets, and delivery schedules. EMs, on the other hand, are more involved with people—helping individuals grow, supporting team dynamics, and fostering a positive culture.
“Even when working with freelance or contract engineers, building trust and long-term relationships is essential. As an EM, you’re entrusted not just with tasks, but with people.”
The Biggest Challenge: People
One of the toughest parts of the EM role is managing people—each with different personalities, work styles, and values.
“Unlike code, people don’t always behave predictably. What works with one team member might not work with another. You have to guide without forcing, and build consensus without compromising core values.”
Aligning team values with company vision is also a delicate balancing act.
What Makes the Role Fulfilling
While technical roles often focus on individual performance, EMs find satisfaction in collective success.
“There’s only so much one person can do. Helping a team achieve something greater than the sum of its parts—that’s the real reward.”
Compared to writing code, which follows logical rules, leading people requires adaptability, empathy, and trust. That complexity is also what makes it exciting.
Managing Stress as an EM
Working closely with people inevitably involves stress. These four elements are key to managing it:
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Patience – explain things calmly, repeatedly if needed
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Consistency – stay true to your values, even under pressure
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Trust – delegate and avoid micromanaging
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Emotional control – don’t carry stress from one meeting or context into another
“EMs need a high EQ (emotional intelligence). The ability to switch gears and stay composed is crucial.”
How to Become an Engineering Manager—Even Without Experience
You don’t need a management title to start developing EM skills. Start by observing good leaders around you:
“Watch how experienced managers speak, make decisions, and handle conflict. Imitation is a powerful learning tool, especially early on.”
Step by step, you can build the mindset and skills that make you a strong candidate for future leadership roles.
Recommended Resources for Aspiring EMs
Two particularly helpful books for new or aspiring managers are:
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The Rules of Work
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The Rules of Management
Both offer practical tips in short chapters, ideal for daily reading. Additionally, articles from Harvard Business Review (HBR) provide real-world leadership insights and decision-making scenarios.
What to Look for in an EM Job Posting
Job titles can be misleading. When reviewing Engineering Manager openings, pay attention to:
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Team size and scope – How many people will you manage?
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Role expectations – Are you expected to handle business strategy, technical delivery, or both?
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Reporting structure – Who will you report to?
If these points are unclear in the listing, ask during the interview.
What Hiring Managers Look for in EM Interviews
In interviews, two traits stand out:
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Genuine interest in people
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Strong communication skills
Common questions may include:
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“How would you explain a complex idea to someone unfamiliar with it?”
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“How do you support junior engineers who ask for help?”
Soft skills often matter more than technical knowledge at the EM level.
Career Growth: Director, VP, and Beyond
After gaining experience as an EM, some move on to more senior leadership roles such as Director or VP of Engineering.
These roles involve:
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Influencing other managers, not just engineers
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Defining and driving organizational vision and culture
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Leading cross-functional strategy and planning
However, not everyone needs to pursue this path. “If you’re curious, start learning early. And seek out role models who inspire you.”
Final Thoughts: Is the EM Role Right for You?
Engineering Managers operate at the intersection of technology and people. If you enjoy building systems and helping people grow, this role offers deep and lasting fulfillment.
Even without formal authority, you can begin preparing now. Observe, learn, and take initiative—small steps today can lead to big leadership opportunities tomorrow.
This article is based on the following video conversation we recorded and has been revised and expanded for clarity and depth.
🎥 大手IT企業の現役担当者がゲスト解説！ – エンジニアリングマネージャー
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