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Time Management Strategies for Engineering Leaders

As engineering leaders, we’re often told to “manage our time” more effectively. But true leadership isn’t about squeezing more tasks into the day. It’s about shifting our focus from doing the work to enabling others to do their best work. This means prioritizing not just what we do, but how we empower our teams.

The Trap of ‘Making the Trains Run On Time’​

It’s a common pattern: a new engineering leader, eager to prove themselves, jumps in to fix problems, code critical paths, and generally “make things happen.” We fall into the trap of ‘making the trains run on time’ – constantly putting out fires and ensuring everything runs smoothly. While this feels productive in the short term, it’s deeply counterproductive in the long run. Constantly “fixing things” hinders the growth of team members, reduces trust in their capabilities, and creates a dependency on you. It prevents them from learning, owning their work, and ultimately becoming more valuable contributors.

Prioritization: Beyond Urgent vs. Important​

We’ve all heard of the Eisenhower Matrix – categorizing tasks by urgency and importance. But for engineering leaders, there's a crucial addition: impact. Prioritize not just what's urgent and important, but what will have the biggest positive effect on the team, the project, and the company. Here’s a framework to help:

  • High Impact & Urgent: Critical bugs blocking releases, production outages – things that need immediate attention.
  • High Impact & Not Urgent: Strategic planning, mentoring team members, designing scalable systems – these are investments in the future.
  • Low Impact & Urgent: Minor administrative tasks, attending unnecessary meetings – delegate or eliminate these.
  • Low Impact & Not Urgent: Distractions, time-wasters – ruthlessly eliminate these.

Let's illustrate with examples:

  • High Impact & Urgent: Leading the response to a critical security vulnerability.
  • High Impact & Not Urgent: Mentoring a junior engineer on a complex architectural problem.
  • Low Impact & Urgent: Responding to a non-critical email immediately.
  • Low Impact & Not Urgent: Scrolling through social media.

The Power of Regular 1:1s – And a Template to Guide You​

Regular one-on-one meetings with your team members are not optional; they are a cornerstone of effective engineering leadership. These dedicated conversations provide a safe space for open communication, feedback, and growth. Don't treat 1:1s as status updates; use them to build relationships, understand individual challenges, and empower your team.

Here’s a practical 30-minute template:

  • (5 minutes) Check-in: How are they doing personally and professionally? Create a human connection.
  • (10 minutes) Progress & Challenges: What are they working on? What roadblocks are they facing? Offer support and guidance.
  • (10 minutes) Career Development & Growth: What are their goals? What skills do they want to develop? Discuss opportunities for learning and advancement.
  • (5 minutes) Action Items & Wrap-up: Clearly define next steps and ensure accountability.

Remember to actively listen during these conversations. Truly hearing and understanding your team members is just as important as asking the right questions. And always follow through on any action items you commit to.

Delegation: Trust, Empower, and Let Go​

Delegation isn't about offloading work; it’s about developing your team and freeing up your time for higher-level tasks. Here are five guidelines:

  1. Choose the Right Person: Consider their skills, experience, and development goals.
  2. Clearly Define Expectations: Communicate the desired outcome, timeline, and any relevant constraints.
  3. Provide Support & Resources: Ensure they have the tools and information they need to succeed.
  4. Grant Autonomy: Let them own the task and make decisions – resist the urge to micromanage.
  5. Provide Feedback & Recognition: Acknowledge their efforts and provide constructive feedback.

It's natural to feel hesitant about delegation. Many leaders worry tasks won't be done “correctly” or fear losing control. Recognize this anxiety and frame delegation as an investment in building a more capable and resilient team. And when things don't go as planned, view it as a learning opportunity – for both you and the team member. Discuss what went wrong, what could be improved, and how to prevent similar issues in the future.

Final Thoughts​

True engineering leadership isn’t about doing more; it’s about enabling others to do their best work. By shifting our focus from doing the work to empowering our teams, we can create a more productive, engaged, and successful organization. Prioritize impact, foster open communication, and embrace delegation. It's not just about managing time; it’s about investing in people.