Lessons Learned from Leading an Engineering Society

The best engineering leaders I've worked with all had one thing in common. They treated the intern and the VP the same way. Not because they were naive about hierarchy. Because they understood something most leaders never learn. The way you treat people who can't do anything for you yet is the clearest signal of who you actually are as a leader. I've watched senior engineers talk over junior teammates in design reviews. Dismiss ideas without hearing them out. Reserve their best energy for the people above them and give everyone else whatever was left. And then wonder why their team had a retention problem. Here's what those leaders missed. The junior engineer you dismissed in today's meeting becomes the Staff engineer someone else develops and loses you to in three years. The teammate you talked over had the solution you spent two sprints trying to find. The culture you build when no one is evaluating you is the one your team lives in every single day. Respect isn't a reward you hand out based on titles and credentials. It's a standard you hold regardless of who's in the room. The engineers who become the leaders people actually want to work for don't wait until someone proves their worth. They lead with respect first. Every time. For everyone.

Early in my career as an Engineering Manager at #Amazon, I avoided being too direct because I didn’t want my team to hate me — turns out, that’s exactly how you fail your team. My manager told me something I’ll never forget: “You can’t expect people to do what you want unless you tell them what you want.” Here’s what I had to learn: 1. Avoiding hard feedback isn’t kindness — it’s poor management You’re choosing your comfort over their growth. 2. If you’re saying it in a review, you’ve said it too late It should never be the first time they’re hearing it. 3. Being liked shouldn’t come at the cost of being clear The moment you prioritise comfort over honesty, you stop leading. 4. Good feedback is specific — not generic “Be more proactive” doesn’t help. “Call out risks earlier instead of raising them at the end” does. 5. Feedback isn’t just for when something is wrong If you only speak up when things go badly, you’re already too late. Most engineers don’t struggle because of hard feedback — they struggle because they never got it. #EngineeringManager #Leadership #CareerGrowth #TechLeadership

As Chief Engineer of strategic ballistic missile submarine USS Kentucky, I felt I had to have every answer. I was in every action, every system, every repair. The stakes were too high for anything less. But here’s the truth: that approach was untenable. No single person can shoulder that weight forever. What saved me—and what made our team world-class—wasn’t my control. It was: ✅ Delegation — trusting officers and sailors to own their watch. ✅ Intent-based leadership — giving clear direction, not micromanagement. ✅ Trust-based communication — speaking up early, listening deeply. ✅ Transparent expectations — clarity about what “good” looked like. ✅ Deep but meaningful checking — not hovering, but verifying. Scaling your business is no different. Early founders often try to be in every decision, every hire, every customer interaction. But just like on a submarine, that weight will break you—and stall your team. The transition from “I control everything” to “we achieve everything together” is what transforms brilliant engineers and scientists into enduring leaders. 💡 Where are you in that journey—holding every answer, or scaling through trust? #Leadership #ScalingUp #Delegation #ExecutiveCoaching #EngineeringLeadership #CoreX #Trust #IntentBasedLeadership #focalpountcoaching

One of the most defining moments in my leadership journey came from a simple realization: Our students were seeking more spaces to feel seen, heard, and celebrated. At 21, returning from NYU, I reflected on our convocation ceremony at Manav Rachna—an event rooted in pride and tradition. While it carried the weight of legacy, I saw an opportunity to make it more student-focused and emotionally resonant. That moment sparked a shift in how I approached leadership—not by choosing between tradition and transformation, but by blending both. 1️⃣ The Convocation Celebration Inspired by NYU’s vibrant format, I proposed some unconventional changes. What I found was incredible support from our leadership, grounded in data and driven by a shared desire to honour our students more meaningfully. The outcome? A 300% increase in graduation attendance and moments that lived on through proud social media shares. 2️⃣ The Internship Evolution There were initial concerns that interdisciplinary programs might affect academic depth. But when engineering students returned from marketing internships with sharper problem-solving skills, the results spoke for themselves. Today, 78% of participants outperform peers in innovation challenges. 3️⃣ The Feedback Framework We introduced “Reverse Office Hours,” a space for students to offer structured feedback to faculty. What began as an experiment has grown into a valued tool for refining curriculum and enhancing classroom engagement. The Lesson? Great institutions thrive not by preserving legacy alone, but by embracing student voices as catalysts for growth. At Manav Rachna, it’s not about tradition versus change—it’s about evolving together. So, when I’m at a crossroads, I ask: •⁠ ⁠Are we doing this because it truly serves our students or simply because it’s always been done? •⁠ ⁠Can this policy stand up to the thoughtful feedback of a 19-year-old learner? The real magic begins when we stop viewing “student-centric” and “senior-led” as opposing forces—and start seeing them as partners in progress. #education #innovation #students #convocation #graduation

I once saw a VP of Engineering roll up his sleeves during a P0 outage, and it completely redefined leadership for me.  It was a high-stakes moment.  A major sales event, our big billion sale was happening for the whole of Indonesia. Millions of users and a critical service had just crashed.  The engineering team was already in the trenches, deep into debugging. I was working alongside them. And then, in walks the VP.   Not to demand updates.   Not to assign blame.   But to dive into the logs,  tracing issues alongside the team.  No one expected it.   He had every reason to step back,  and let the engineers handle it.   But he didn’t.  That day, there were no titles across our office,  everyone was just another problem-solver.  Here’s what I learned: ► In a crisis, true leaders show up.   — They don’t hover from a distance, they get involved.   — They clear roadblocks.   — They lead by example.  ► But outside of a crisis, true leaders step back.   — They build trust.   — They give teams space.   — They empower others to shine.  Some leaders focus on control when everything is smooth but go missing when real challenges arise. Great leaders do the opposite. They trust their teams to build without interfering, but when chaos hits, they’re right there, helping clear the path. So next time you’re in a tough spot, ask yourself:   Are you helping solve the problem, or are you just watching it get worse?

When Recognition Is Quiet and Office Politics Is Loud In one workplace I observed something many engineers quietly experience. The process improved, the numbers looked better, but appreciation stayed minimal. Meetings often spent more time discussing internal dynamics than discussing the improvement itself. For engineers who focus on solving problems, that kind of environment can slowly drain motivation. One case stayed in my mind. A process adjustment reduced recurring issues on a production line and improved stability. The result was clear in the data. Yet the conversation afterward shifted toward who proposed the idea first and which team should receive the credit. At that moment I realized something important. In some environments, results alone do not shape the narrative. Instead of reacting emotionally, I chose a different approach. I focused on three things. First, keep delivering measurable improvements. Second, document the thinking behind every solution so the story is clear. Third, build professional communication so decisions are guided by data rather than opinions. This helped maintain productivity without becoming confrontational. However, there is also an honest reflection every professional must make. If the environment consistently ignores improvement and rewards politics over results, growth may eventually reach a ceiling. When learning slows and energy is spent managing toxicity instead of building solutions, it may be time to look for a healthier place to contribute. If this perspective is useful, feel free to share it so more engineers can benefit from it. #EngineeringLife #ProcessEngineering #ContinuousImprovement #EngineeringLeadership #IndustrialEngineering #ProfessionalGrowth #EngineeringStory

My Principles for Being a Hands-On Engineering Leader As I've grown from an IC to leading engineering teams at scale, I've developed strong beliefs about technical leadership. The "founder mode" discussions that swept through leadership circles few months ago made me reflect on my own philosophy as an engineering executive. Here's what I believe: Engineering leaders must maintain technical credibility while focusing on strategic impact. My core principles: 🔹 Leaders should deeply understand system architectures and technology stacks to make informed strategic decisions 🔹I actively participate in design reviews, not to dictate solutions but to ask probing questions that surface hidden risks 🔹I maintain enough technical currency to evaluate emerging technologies against our business needs 🔹Know your system health dashboards - when incidents occur, I can step in with the technical context to drive effective resolution 🔹Occasionally, I'll dive deep to unblock critical initiatives or validate concerns when truly needed The balance shifts dramatically with company stage - in early startups, everyone - with AI tools literally everyone - is coding. At 15+ engineers, I think the manager shifts from coding to being in the code. As the team grows beyond 35, focus shifts primarily to architecture, strategy and organizational design. What's been transformative recently is how AI tools have helped me quickly understand codebases, analyze incident channel chatter, and digest detailed design docs. They've become an essential part of staying technically connected while scaling my impact. Being "hands-on" isn't about writing code daily—it's about maintaining enough technical insight to provide valuable guidance while creating space for your team to execute and grow. What principles guide your technical leadership approach? #EngineeringLeadership #TechnicalLeadership #EngineeringCulture

LinkedIn says I'm a Technical Lead But it doesn't show the lessons I learned in 12 years of building software Here are 8 hard-earned lessons that shaped how I lead today: 𝟭. 𝗬𝗼𝘂𝗿 𝗶𝗺𝗽𝗮𝗰𝘁 𝗶𝘀 𝗺𝗲𝗮𝘀𝘂𝗿𝗲𝗱 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗼𝘁𝗵𝗲𝗿𝘀 Shipping code matters. But helping others ship better and faster - matters more. The best leads don't write all the code. They multiply the output of everyone around them. 𝟮. 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝗯𝗲𝗮𝘁𝘀 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 ❌ Micromanaging every task and decision ✅ Setting clear goals, constraints, and letting the team own the execution Teams don't need more control. They need more clarity. 𝟯. 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝗮𝗴𝗲 — 𝘄𝗿𝗶𝘁𝗲 𝘁𝗵𝗲𝗺 𝗱𝗼𝘄𝗻 Architecture choices and trade-offs fade from memory fast. 6 months later nobody remembers why a decision was made. Written context saves teams weeks of guessing. 👉 ADRs (Architecture Decision Records) are one of the best tools for this. 𝟰. 𝗠𝗼𝘀𝘁 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝗮𝗿𝗲 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 That "technical issue" your team is struggling with? It usually starts as: → Unclear expectations → Missing context → Silent assumptions Fix the communication — and half the "tech debt" disappears. 𝟱. 𝗦𝗮𝘆 "𝗻𝗼" 𝘁𝗼 𝗽𝗿𝗼𝘁𝗲𝗰𝘁 "𝘆𝗲𝘀" Every commitment has a cost. Saying yes to everything spreads your team thin. The best leads protect focus and say "no" to what doesn't move the needle. 𝟲. 𝗣𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝗶𝗰𝗮𝗹 𝘀𝗮𝗳𝗲𝘁𝘆 𝗶𝘀 𝗮 𝗳𝗼𝗿𝗰𝗲 𝗺𝘂𝗹𝘁𝗶𝗽𝗹𝗶𝗲𝗿 Teams that feel safe: → Surface issues early → Challenge bad ideas without fear → Avoid disasters before they happen It's the foundation of high-performing teams. 𝟳. 𝗚𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗲𝗮𝗿𝗹𝘆, 𝗽𝗿𝗮𝗶𝘀𝗲 𝗽𝘂𝗯𝗹𝗶𝗰𝗹𝘆 ❌ Waiting for a quarterly review to share concerns ✅ Giving honest feedback in private — fast and respectfully And when someone does great work? Make sure the whole team sees it. 𝟴. 𝗡𝗲𝘃𝗲𝗿 𝘀𝘁𝗼𝗽 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 The tech landscape changes every year. The moment you stop learning — you start falling behind. Read, experiment, build side projects, teach others. Teaching is the best way to learn deeply. They came from real projects, real failures, and real teams. 👉 If you want to reach the top 1% of .NET developers, join 25,000+ engineers reading my .NET Newsletter: ↳ https://lnkd.in/dWG79gfY Which lesson resonates with you the most? Let me know in the comments 👇 —— ♻️ Repost to help other developers grow into leadership ➕ Follow me ( Anton Martyniuk ) to improve your .NET and Architecture Skills

I led 40 Chinese engineers. What I learned changed how I think about leadership — forever. For years, Western management literature reduced China to one cliché: collectivism vs. individualism. My experience told a different story. The engineers in my team were ambitious, curious, and deeply loyal — once trust was earned. Their hunger for knowledge turned every meeting into a learning session. I often left the room having learned more than I taught. What I see many Western leaders get wrong: → Underestimating the concept of "face" — public criticism is not feedback, it is a wound → Ignoring hierarchy — clear decisions from leadership are not bureaucracy, they are respect → Mistaking patience for passivity — silence in a meeting often means thinking, not agreeing The real lesson? Cultural intelligence is no longer a soft skill. It is a leadership discipline. Germany has world-class engineers. The question is: do we have leaders who can work across cultures fast enough to keep up with a global market? What is the most important cross-cultural lesson you have learned in your career? #CrossCulturalLeadership #China #Leadership #Automotive #Transformation

Great engineering leadership isn’t about solving everything. It’s about creating the conditions where your team can. In my early leadership days, I thought I had to walk in with the answers. Over time, I learned something better: Most engineers don’t need hand-holding. They need clarity, context, and trust. Here’s how I lead now (and what’s worked): 1. Present the problem, not a pre-baked solution. → Engineers are problem-solvers. Don’t rob them of that. → Instead of “We need to use Kafka here,” say: “We need async processing at scale. Thoughts?” 2. Share constraints early. → Be open about deadlines, budget, team bandwidth, or tech debt. → Constraints help the team make realistic design choices. 3. Make room for trade-off discussions. → Your job isn’t to rush decisions. It’s to ensure good ones. → Let the team think through latency vs cost, monolith vs microservices, etc. 4. Guide the decision, don’t dictate it. → Ask: “What risks do you see?” or “What’s your fallback plan?” → Step in only when clarity or urgency is needed. 5. Protect builder time. → Cut unnecessary meetings. Shield them from noise. → Innovation dies in a calendar full of status syncs. Leadership is knowing when to speak and when to listen. You don’t earn trust by having all the answers. You earn it by helping your team find better ones.