Uh with that, let's get started. We're right on time. So, um this session is called to manage or not to manage. Um My name is Anbaa and uh let's, let's get right onto it. Hopefully, everyone can see my screen. If you cannot.Please let me know, I will uh try to constantly check the chat. Um In case there are any issues uh with that, let's get started. So what is this session about? It is a crash course uh Today in the next 10 minutes, I have jam packed things into kind of help you decide whether or not you should get into management. Um Again, this is the agenda today is we'll start with a quick introduction. Uh knock out some common misconceptions uh that typically exist in the whole um IC to management transition, go through the evaluation criteria, things you should think about when you are making this decision. Uh talk about a few signals that might be indicative about continuing as an IC and then some final trips, final tips, apologies on the actual transition. Um So let me quickly check and yes, the time sheet and with it, all right, with that let's get started. So introduction. My name is Anaya. I am from San Francisco Silicon Valley. I live in the uh uh San Francisco Sunset District if anyone is familiar with the area. Uh but I am from India, uh born and raised in Mumbai India.

Uh Some of my hobbies are hiking, cooking, travel and uh yoga. And I've attached some pictures here so that, you know, I'm actually a person and there's not just like this just based on Zoom or, or the video conferencing app. So, uh that's me now getting next into my management journey. So I started as a backend engineer, then got promoted to senior engineer and then I kind of started tech leading teams uh kept doing that for a while was tech leading smaller projects was tech leading um you know, uh in general for my manager, which became a very natural transition into management and that is what I stepped into next.

And uh here I am now, currently I lead a team of over 15 engineers man managing three different charters at Uber Eats. And um yeah, that's, that's uh kind of a rough spiel on me next. So yeah, so let's just try jump right into it. I want to start about start with talking about some misconceptions that are fairly common in the industry. And I wanna make sure all of you have clarity in terms of thinking when you are making this decision. Um So again, the decision here is whether or not I should move from IC, individual contributor or, or an engineering uh role into an engineering management or any sort of a management role. And the 1st, 1st misconception is I can't grow as an IC and thus I should move into management. And this is extremely, this is a very common thought that a lot of people have. And I want to be very clear that if this is what you think go and re evaluate uh maybe the growth path in your company, talk to people about it, but it is absolutely not true that you cannot grow as an IC. There are a lot more companies over there who will give you that growth area. So don't move into management just because you think that is a very natural part to just grow in your career. Next, you make more money in management than what you would as an IC.

Absolutely not true. In fact, a lot of times when you are moving into management, it is a lateral shift, which means no promotion for a long time. And you're literally going to make the same amount of money that you would as an IC, you make more money when you're really good at what you do. So again, don't move into management just because you think you might make more money there. Third, more recognition and visibility at high levels, not true. Again, recognition and visibility can absolutely be gotten as I see, um work on more high impact projects, build relationship with your leaderships, but again, definitely not something that comes granted with management. Third, I'm an awesome IC.

So I will make a wonderful manager now while being an awesome IC is imperative to become a good manager because you know, you want your fundamental stuff, tech to be strong. It is not, it is not a transition into management. There are a lot more qualities and skills which we will talk about. Uh, that would be required when you move into uh management. Uh And finally, manager job is much easier than I see. Grass is always greener on the other side, so be very, very wary of this misconception. In fact, when you get into management, you lose a lot of control, you lose a lot of, lot of stuff that you could do as an IC. Um You can't as a manager. So absolutely not easier. It is easier if you genuinely enjoy it, if you, if that is what your calling is, but don't again assume that it is and move into management. So with that, the next is what are my evaluation criteria? What, what you know, what should I be? How should I be judging this? Uh So first, you know, how should I, this is what I like to call. These is like these four questions that you should keep answering throughout your career. It's not like, you know, the answers to this will change, but hold these kind of, you know, in front of your eyes when you're making this decision. So, first is, do you have the skills and the experience, you know, do you come with that prerequisite?

Have you tried to manage someone? Have you done, you know, intern management, any sort of, any sort of management experience that kind of tells you what it really is to get, get into management? Second, are you an effective communicator? Now, as much as you, as much as um you know, you would deny it. A lot of management is about doing excellent communication. Now by no means, am I saying you need to be, you know, an extrovert talking to multiple people networking this that no, it is, there are several great managers who have been introverts and that is totally fine. However, as a manager, a key aspect of your job is ensuring that teams who work really well and as opposed to them, working individually and communication becomes a raw, essential skill that you want to develop or that you need to have as an as a good manager, there's gonna be a lot of meetings, a lot of context, switching a lot of conflicts bringing people on the same page.

And thus, if you actually enjoy that, get into management. Third, are you a leader? Now, you don't really need to be into management to decide whether or not you're a leader, leadership skills can be shown anywhere. Uh you know, do you, they can be shown when you interact with your friends with your family everywhere. Uh Another crucial aspect of being a leader is accepting failures, taking responsibility of failures of your team, but sharing success and that kind of also translates into my fourth point.

Are you an enabler or are you a doer? Do you like to enable people? Do you like to see like, you know, when you're helping people out and they do something? Do you enjoy that or do you just like to do things on your own? You know, I'm doing it, I'm focused on it and I delivered it. Is that something that interests you, if you are an enabler management might be the right fit for you if you are a doer, think about it. Um Next. So with that, um a few signals that are indicative of continuing as an IC. One is you have this strong, strong sense of control in shaping of the work and you want to keep your mark on it, whether it's writing that D I or that the pr with, you know, amazing code or whether it's a design, do you want your mark? You want that sense of ownership with what you've done? Um Next is learning and investing in the craft of building, you see these software design patterns and you know, you see this uh system coming together, building is what excites you not like you know, enabling people to build, there is nothing that existed and you made it work, you build something from scratch that again might be a signal of continuing as I see and finally focusing single mindedly on a problem and getting into the depths of what you're building, you know, like those, those hours of focus time, continuously coding or writing design docs or thinking about different things and just like kind of getting deep into that problem.

And then just solving that if that is what you enjoy more than context switching and thousands of meetings, then maybe continue on the IC track, think about whether management might be the right fit for you. And then again, I want to reiterate that the answers to these questions will keep changing in your career. So, you know, it's not like if the answer is yes and no, now it's gonna be the same keep re evaluating, asking yourself these questions every two years, every six months, just make sure you are, you are informed of your own decision and that you're making a conscious choice of getting into management so that you are rooted for success when you actually finally decide to do that.

Now, we have the last two minutes and I want to leave you with some transition tips if you actually decide to make that, uh if you that jump um first be very conscious of evaluating what management in your company looks like. And if this is the right place if they give you enough support, if you have good leaders, if uh there are good, there's a good charter and stuff like that. So just evaluate that one next, make sure you have a development plan. Um You know, don't just jump into management, maybe start with an intern manager, uh tech lead, maybe 3 to 4 engineers and then kind of move to management for a well-defined charter. Uh third, ensure you have a safety net. Um you know, talk to your management about what it would be if you don't enjoy management. Can you go back to? I see, uh if you don't like it, you know, always ensure there is a safety net. Fourth with the help of your manager, make sure you have a vision and mission plan for whatever charter and whatever team you're owning. If you are not excited about what you are planning to build with your team, don't expect your team to be excited about it. Fifth, uh find a mentor who is going to guide you to this transition phase. Now, every time in your career, whenever there is a transition, having a solid mentor, who cares about you? Absolutely essential.

So find that one person who you can freely talk to, who you can help out and um ensure you're close with them during your transition period. Sixth, uh enroll in some sort of a management course. Absolutely essential. Uh See if your company has one, if not linkedin youtube, all of these resources have uh all of these places have amazing resources and finally, last but not the least continuously educate yourself. Um There are medium, there are management books, um do one on one chats with senior leaderships, but management is amazing. There's just so many things, the people aspect to it. There's just a lot of things you can keep doing better. So make sure you continuously invest in yourself and become the best version of you what you can. So with that, I think we're right on time. Ok? We're one minute ahead of time. But uh that was everything from my side. Hope this was actually valuable to people who are making the decision. And uh yeah, thanks to everyone for actually making it.