This question pops up in all kinds of circumstances. Either a company transitions into a team management structured organisation and the CEO wants to know, or as an engineer you change track to management. As so often in life the answer to this one is: “It depends” …

So let me share what I learned it depends on.

The Foundations

This post focuses on the perspective of the manager solely. It really matters which kind of manager you are. There are many different parameters to consider: How much experience do you have; how is your day-to-day structured at your current workplace; How senior are the engineers you’ll manage;

Someone struggling with supporting 4 people, will certainly struggle with double that number. But if you rock it with 8, there’s a high chance you’ll also rock it with 9.

To figure out the right answers to all these questions, you’ll need to focus on the foundations of managerial work.

For me these foundations are:

1. Strong technical skills: New Engineering Managers should possess a solid understanding of software engineering principles and practices. This includes proficiency in programming languages, design patterns, and system architecture. A deep technical background allows them to effectively communicate with and guide their team, and make informed decisions about technical challenges.
2. Effective communication: Communication is a cornerstone of effective management. Engineering Managers should be able to clearly articulate technical concepts to both technical and non-technical audiences. They should also be adept at fostering open communication within their teams, encouraging feedback and collaboration. Strong communication skills enable them to build strong relationships, handle conflicts constructively, and motivate their team to achieve their goals.
3. Problem-solving aptitude: Engineering Managers are responsible for identifying and resolving complex technical issues. They should be able to approach problems with a methodical mindset, break them down into smaller components, and develop effective solutions. This ability to think critically and creatively is essential for navigating the challenges that arise in the software development process.
4. People management skills: You need to be really good with people. As an engineering manager you’ll have to motivate people and making sure they are valued. You need to understand what makes people tick. Often within minutes you need to understand a lot about the other person, and know which kind of management will work best with them. People need to be listened to but also need your input and effective feedback. The manager needs to understand how to have the group working together, and potentially even resolve conflict.
5. Project management expertise: Engineering Managers oversee the execution of software development projects, and therefore need project management expertise. This includes the ability to plan, organize, and track the progress of projects, manage dependencies, and make informed decisions to keep projects on track. They should also be able to identify and mitigate risks, and adapt plans as needed to address unforeseen challenges. Being the one keeping the ball rolling is essential.

So, to be able to answer the question about the number of reports, you need to check how good you are on these foundations. Following, there are some relevant questions which might bring you closer to the answer.

Do you trust your experiences so far?

If you are in the rodeo seat the first time ever, definitely start with a small number. It should likely not be more than 5 people.

In this regard you can focus on one person per day while also starting to dive into all the other tasks waiting for you.

Processing conversations and deciding on next action points will take a longer time in the beginning, and you should not rush that. Take your time and focus on starting really strong and be over-prepared for all meetings. The longer you are in the manager seat, the more you’ll learn to juggle a ton of different priorities at the same time. Not dropping the ball is the big challenge here, and that comes with experience.

Same is true for making decisions in various situations. Some decisions you make will have lasting impact, or come back at you in ways you would not expect. So in the beginning many managers shy away from making decisions in time. Once your general experience grows, you’ll see how much faster you can analyse situations and come to make clear decisions.

Can you leverage 1-to-1s?