Ashley is managing her first engineering team—coaching call transcript

Setting: A coaching session between Ashley, a software engineer moving into a leadership position, and her coach.

Ashley: [sighing] I don’t know. I’m excited about this new leadership role, but I can’t shake this feeling of dread. I love coding and being in the trenches with my team, and now I’m expected to step back. It’s hard to let go.

Coach: It’s completely understandable to feel that way. Transitioning from being a hands-on engineer to a leader can be a big shift. What aspects of coding do you find most fulfilling?

Ashley: I love problem-solving and building things. There’s something incredibly satisfying about writing code and seeing it come to life. I feel a real connection to my work when I’m in the details.

Coach: That connection is important and valuable! As a leader, you can still harness that passion for problem-solving, but in a different way. What do you think are some key responsibilities you’ll have in your new role?

Ashley: Well, I need to mentor my team, facilitate communication, and set strategic direction. But I worry that if I’m not coding, I’ll lose touch with the technical side of things. I feel like I should be deeply involved in every project.

Coach: It totally makes sense that you feel that way, especially when you care so much about your work and your team’s success. However, effective leadership often means empowering others to take ownership. What would it look like for you to support your team while stepping back from the code?

Ashley: I guess I could focus more on guiding them, helping them navigate challenges, and supporting their growth. But I’m worried they won’t see me as credible if I’m not in the code every day.

Coach: That’s a valid concern. Your credibility as a leader doesn’t solely come from coding; it also comes from your experience, vision, and ability to inspire others. Perhaps you could allocate specific times to code or join in on critical projects. This way, you can stay engaged without being in the weeds constantly.

Ashley: I like that idea! I could be there for brainstorming sessions or critical problem-solving moments. I just need to communicate to my team that I’m there to support them, not to micromanage.

Coach: Exactly! It’s about shifting your focus from doing the work to leading the work. Also, consider establishing regular one-on-one meetings with your team members. This will allow you to stay connected to their challenges and victories while reinforcing your role as a leader.

Ashley: That makes sense. I want to be a mentor and a resource for them. But what if I still feel the urge to jump in and code?

Coach: That’s where self-awareness comes into play. When you feel the urge to jump in, ask yourself if it’s the best use of your time and what impact that might have on your team’s development. You might also want to set specific goals around your leadership skills, such as focusing on influence, communication, and mentorship.

Ashley: I think that would help! I could also track my progress and reflect on what’s working and what isn’t.

Coach: Great idea! And remember, as you adjust to your new role, it’s okay to seek feedback from your team. They can provide insights on how your leadership style is resonating with them.

Ashley: I feel more hopeful just talking about this. I can really see how I can still make an impact without being in the code all the time.

Coach: I’m glad to hear that! Let’s outline some action steps for your next few weeks. First, identify key projects where you’ll join coding sessions, and second, set up regular one-on-ones with your team. Lastly, let’s establish leadership goals that focus on influence and mentorship. How does that sound?

Ashley: Sounds great! Thank you for helping me clarify my path. I’m excited to take these steps!

Coach: You’re welcome, Ashley! I’m here to support you through this transition. Let’s check in next week to see how it’s going and adjust as needed.

Ashley: I’m looking forward to it!