I think the challenge to lead people and remain technical, while being less hands on, is what contributes to so many engineering managers feeling imposter syndrome. It’s a really tough mental switch to stop being hands on all the time and just accept that you have value beyond being hands on keyboard.
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I think the challenge to lead people and remain technical, while being less hands on, is what contributes to so many engineering managers feeling imposter syndrome. It’s a really tough mental switch to stop being hands on all the time and just accept that you have value beyond being hands on keyboard.