Career management Programming

4 Situations Where Managers Write Code

P vs NP
Credit: Flickr / Takashi Hososhima

The two hardest things about becoming a manager have been: 1) the emotional exhaustion, and 2) letting go of the part of my identity that was tied up in writing code. I accepted that writing code wasn’t the best thing I could do reasonably quickly, but it took longer to finally stop saying I was an “engineer” and instead say “engineering manager” (or “soy manager de ingenieros de sistemas“). I still frequently think that my next job may be back to being an IC.

But, I do sometimes write code, and I try to be very intentional about when and why. I’ve identified four reasons why managers might.

1. I miss it and I wanna.

I understand this, and I feel it. But, it’s a bad reason.

This doesn’t mean that you never get to write code, but maybe write it on a side project and not the project your team is working on.

Or maybe it means that you don’t actually want to be a manager anymore, or never did, and you need to change your job rather than inflicting that on your team.

2. X is important, but not quite important enough.

There’s something you would like to get into the next release but it’s not more important than anything your team is currently working on. Either you do it, or it’s not going in.

I did this recently for a feature that had been cut that I thought was triggering too many support issues. It was pretty minor, and I could break it down into small pieces. Mainly I wrote it before my team woke up – and being in another timezone (5 hours ahead of our core timezone) made that much easier. I ended up working really long hours that week though, because I did it on top of all the stuff I normally do.

I don’t think this is a good thing to do, because the real problem is that your team is overwhelmed. The real problem is that you are cutting stuff this important because there are things that are even more important. This is the situation you want to fix.

And maybe writing code for this one thing helps achieve that. But maybe – likely – there are better things you could do instead.

3. Modelling behaviour.

I have a lot of thoughts about code review, which I will eventually document. At it’s best code review makes the code and everyone writing it better. At it’s worst, code review is a place where passive and not-so-passive aggression plays out under the guise of “technical standards”. If you have an interpersonal problem on your team, there is a good chance it is showing up in code review.

Writing code as a manager is an opportunity to demonstrate the standards you expect your team to adhere to by adhering to them yourself. Test coverage. The code review process.

When it comes to code review, giving thoughtful and thorough code reviews yourself is important – and also less time-consuming and more sustainable (I wrote about my desired SLA of looking at every PR once). But creating the odd PR yourself and submitting yourself to that process is a way to illustrate that as a team, code review is a process of give-and-take.

4. Understanding.

Your codebase is a product of your systems and processes as much as the people working on it. On approach you can take in order to understand what’s going on – why are there no tests? Why is there so much pushback on this migration? Why do we have so many problems that look like X? – is to go and feel that pain. Especially when there is disagreement about what is wrong and why, the best place to get an unbiased opinion of what is wrong is to go an experience what’s going on for yourself.

One thing that came up for us was a JSON API migration. I went and wrote some networking code, and came to a much better understanding of what was going on, why that would be hard, and what work we should do ahead of time to make that easier.

Could I have figured this out another way? Probably. But busy engineers are sometimes happier to pair for a bit and do some code review than to explain.

Manager TODO List

As a manager my todo list at a high level is:

  1. Is there a fire? Put it out.
  2. Are there potential fires looming? Do fire prevention.
  3. Make things better.

Writing code needs to fit into this list. If there’s an interpersonal fire and you’re writing code to “understand” when actually what you should be doing is having a difficult conversation (and I feel not wanting to do that – but pro-tip – it doesn’t get easier), you’re really operating under reason 1 not reason 4. Don’t lie to yourself, or your team – they know.

But… Does This Mean Managers Need To Be Able To Code?


Nope. Nope. Nope.

Let me say that again: No.

Just because I find coding useful to managing doesn’t mean that it’s necessary for managing. I spent a lot of time learning how to be a good programmer, this is a foundational skill for me. But someone who comes in with a different set of skills will have their own foundational approach and take a different approach that is not necessarily better or worse, just different.

My experience as an IC was that better managers I had, their technical ability was rarely relevant to me, and that bad managers often hid behind their ability to write code. I did not think that technical skills were that important to being a good manager, and had no idea why they were prized so much – other than the hubris of engineers that leads them to believe and insist that only another engineer can possibly lead or understand them.

However, since I became a manager I have somehow been more confused and less confused about why people want engineering managers to have technical backgrounds. More confused, because the skills I acquired in spite of being an engineer are in fact more useful. Less confused, because there are certain things – like this one – where having that background is a shortcut, and a likely signal – but far from a given.

Having a technical background doesn’t mean that you know what good code review looks like, and that you can coach people to do code review well. Having a technical background doesn’t mean that you can ask good questions and figure out what’s going on without having to get in there yourself every time. Hopefully these are skills acquired as an IC. But that is not necessarily true.


Being a manager is really hard and of course sometimes writing code seems more appealing. But it’s rarely the right answer.

One reply on “4 Situations Where Managers Write Code”

My experience as an IC was that better managers I had, their technical ability was rarely relevant to me, and that bad managers often hid behind their ability to write code.

That’s really interesting. The more I think about it, the more I think part of it is wishful thinking on the part of programmers: “if only my manager understood what I did they would stop making terrible decisions, wouldn’t they?”

On one hand I’m still not sure that someone who doesn’t understand what I do and can’t personally evaluate my work has any business managing me, but on the other hand a non-technical manager could probably do just fine if they started from the wildly bizarre assumption that if the people who report to them say something is a bad idea, it might, you know, actually be a bad idea.

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