Yevgen Balter is responsible for the growth and development of effective, geo-distributed, performance-driven remote-first engineering teams, managing the hiring budget and process, conducting performance reviews, and formulating retention policies. He focuses on building sustainable and productive engineering processes based on agile and coordination of autonomous cross-functional teams with leadership to drive forward set OKRs. TechBullion spoke with Yevgen about cultivating top-tier engineering managers with a multiplier mindset and learning useful insights from his expertise.
Q: Yevgen, I suggest starting with the definitions. Who exactly is a ‘top-tier engineering manager with a multiplier mindset’?
Y: Let me begin with the basics. The very expression ‘top-tier engineering managers with a multiplier mentality’ (high-performing in other words) represents professionals with a unique combination of technical and managerial skills. Managers with this mentality can effectively lead and coordinate engineering projects while developing and motivating their teams to achieve high performance. The definition of these specialists includes not only professional competencies but also a special mentality related to the multiplier principle. It means striving not only for their successful development and results but also for active support and development of their team.
They purposefully build communication and relationships with colleagues, employees, and subordinates, creating a trusting and positive working atmosphere. They are also characterised by a commitment to self-improvement and continuous learning. They are ready to invest in their professional growth and development, and in mastering new knowledge and skills to stay on the crest of new progress in their field.
Such managers are eager to teach and share their knowledge and experience, helping their subordinates to develop and grow, as well as supporting them in finding new solutions and creative ideas.
Q: When you first meet a specialist, how do you define that they have the potential to be such a multiplier?
Y: Important qualities of high-performing engineering managers with a multiplier mentality are leadership skills, the ability to delegate responsibility effectively, and trust in their team. They know how to lead their subordinates, helping them to fulfil their potential and achieve high levels of performance.
To summarise briefly, there are five key characteristics of multipliers:
- Talent Attraction: Multipliers attract and gather the crème de la crème, forming teams of geniuses capable of tackling the toughest challenges. They know how to unlock employees’ potential and value their uniqueness;
- Creating intellectual provocation: Multipliers put challenging puzzles in front of their subordinates, spurring their intellectual growth. They bring innovative ideas to the table and challenge outdated beliefs to encourage their team to progress;
- Providing freedom and responsibility: Multipliers trust their employees and empower them to take independent action. They set clear expectations, but also empower their subordinates to make decisions and take responsibility for results;
- Mentoring: Multipliers actively work to develop their colleagues, investing time and effort in their professional development. They use a variety of methods to pass on their knowledge and expertise, helping others to improve their skills;
- Fostering a creative atmosphere: Multipliers foster an environment where all team members feel important, inspired, and valued. They recognise and encourage collective creativity, understanding that the best results are achieved through the interaction of everyone involved in the process.
Q: Is it a universal set of qualities that can be extrapolated to any case? Do you have a track record of brilliant leaders-exceptions you unveiled?
Y: Surely. When we shift away from the typical traits outlined in textbooks and manuals and delve into personal qualities, we encounter the fundamental psychological attributes that define a manager’s character, which sometimes result in finding a hidden talent. The main two positive points, thanks to which a company can strengthen its position in the market quite strongly, are emotional intelligence and strategic approach.
1: Emotional Intelligence
The first thing I would like to point out is the managers’ emotional intelligence. It is this aspect that helps them to become real leaders. A high level of communication abilities empowers them to find a common language with almost any type of employee and to feel them. In this way, a manager can spot hidden talents and help develop them using delegation of authority and responsibility.
2: Strategic approach
Despite the large emotional component, multipliers can think strategically, conduct detailed market analyses, and see possible risks for the project or the company as a whole. While avoiding risks, they show great flexibility, help their team to adapt, and sometimes bring a touch of innovativeness.
Q: Let’s imagine that we have one having all the qualities needed and a great ambition to start. What pitfalls a commencing multiplier might face?
All the personal qualities of multiplier managers are intertwined and only emphasise a great focus on results. Yet, you are right, it’s not quite that simple. Having all these positive qualities, even genuinely talented managers can face a lot of challenges when managing a team. Let’s take a look at some of them:
- High pressure and tension: Due to being responsible for achieving goals and managing complex projects, managers can feel significant stress and tension, which negatively affect their health and well-being;
- Work-life harmony issues: Multiplier managers often have difficulty organising and managing work time, which can lead to work-life conflict;
- Risk of alienation: Because of their status and power, these managers can sometimes become isolated from the rest of the team, which can lead to a loss of connection to the real problems and needs of employees;
- Rejection of criticism: Because they believe in the rightness of their actions and plans, managers may be averse to criticism or negative feedback from colleagues and employees;
- Fear of Failure: Multiplier managers may experience fear of failure because they are responsible for the successes and failures of their team. This can lead to risk avoidance and a refusal to make unconventional decisions.
Q: The question arises: how can we avoid such unpleasant situations and develop positive traits?
Y: The answer lies at the very beginning of an engineering manager’s learning journey. A mentor has a special place in shaping professional qualities and helping to establish a balance in work. Nonetheless, a mentor can be present already in an existing manager, it is a quite common practice in engineering (it is always important for us to have some kind of mentor around).
Q: Whom do you particularly picture as a mentor?
Y: In my view, a mentor is an experienced professional or manager who shares their knowledge, skills, and experience with young professionals. Initial learning and the transition from theory to practice are particularly important for an engineering manager. A mentor, working alongside a specialist, helps to master not only technical knowledge and skills but also develop their mental flexibility, creativity, analytical thinking, and ability to make decisions in complex situations.
This also contributes to the development of leadership qualities in future engineering managers. A mentor, being a model of a successful manager, helps a young specialist to understand what qualities and skills are necessary for effective leadership. It helps to develop communication skills, adaptability, team motivation, and the ability to work in a team.
Mentorship also helps young engineering managers to develop their professional network and make contacts in the industry. Mentors are guides. They can share contacts, open doors to professional communities, and help young professionals understand how to succeed and develop in the field.
Altogether, such a professional approach fosters the growth and development of the whole team and enhances the performance of the entire organisation. I am convinced that any manager initially needs the right mentor to save loads of resources on searching for the right path. For a top-tier expert, it is an intuitive question. Using the experience gained, he will help develop the skills already embedded in the specialist and structure his correct interaction and behaviour in the work process, leading to new highs for the whole company.
