Previously at Uber, Skyscanner, Skype/Microsoft. I love to help people grow and share what I learned. I write longer articles on software engineering at blog.pragmaticengineer.com.
Hmm, this seems like a pretty vague question. Engineering managers, who are already thinking of how to "level up" their engineering team are already doing something right.
I hope this means they are delegating well, setting a vision, helping the team and its members be more autonomus, and the like.
The biggest mistake I could think of is not looking for feedback from the team and team stakeholders. A "leveled up" team should have better output from the perception of both the stakeholders, and the team members. Blindly making what a manager would think of improvements, without observing how they work, will probably not help.
Developer by day, curious by night.
What I do care most are people. I started as Full Stack developer on a Ruby On Rails project.
Now focusing on bridging development with operations and security.
Hmm, this seems like a pretty vague question. Engineering managers, who are already thinking of how to "level up" their engineering team are already doing something right.
I hope this means they are delegating well, setting a vision, helping the team and its members be more autonomus, and the like.
The biggest mistake I could think of is not looking for feedback from the team and team stakeholders. A "leveled up" team should have better output from the perception of both the stakeholders, and the team members. Blindly making what a manager would think of improvements, without observing how they work, will probably not help.
Sorry for having been vague, the answer is along the line of what I was expecting.
Thanks!