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From YouTube: Brandon explains EM role
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A
A
So
you're
you're
an
engineering
manager
for
quite
some
time
now
right.
You
started
what
over
a
half
year
half
a
year
ago,
right.
B
Yes
actually
started
the
acting
imposition
in
February
this
year,
which
is
10
months
ago.
B
I
was
in
the
acting
position
for
around
two
months
and
then
transitioned
into
an
interim
role,
but
also
an
intern
for
a
very,
very
short
amount
of
time.
Before
going
on,
Parental
leave
and
I
was
away
for
three
months
on
Parental
leave
before
returning
and
I've
now
been
back
for
about
five
months.
B
Yeah
I
was
very
nervous
about
that.
There
are
a
lot
of
support
from
my
manager.
You
ever
saw
the
whole
process
to
it
really
smoothly.
That's.
B
That's
correct
yes,
so
I
started
as
a
parenting
engineer
in
2018.
So
was
front
of
the
engineer
for
about
three
and
a
half
years.
A
B
That's
a
good
question
so
when
I
joined,
gitlab
I
was
an
intermediate
Transit
engineer
and
through
the
career
development
process,
I
progressed
to
senior
and
then
we're
starting
to
explore
the
next
options,
the
route
to
kind
of
like
look
towards
becoming
staff
engineer
or
an
engineering
manager,
and
when
I
was
exploring
the
engineering
manager
role.
I
really
liked
aspect
of
working
with
people
and
helping
people
as
well
work
on
Career
Development,
as
well
as
delivering
on
the
product
roadmap.
B
B
I
think
the
hardest
part
was
probably
the
context
switch.
So
when
I
was
a
front-end
engineer,
I
was
basically
assigned
deliverables
and
you
didn't
really
need
all
that
much
context
just
go
ahead
and
deliver
those
features
moving
over
to
an
em.
Firstly,
the
context
of
the
products.
You
have
to
really
understand
a
lot
about
the
product
space,
not
just
in
the
specific
discipline
like
front
end.
You
already
have
to
understand
the
back
end
aspect
as
well.
B
You
kind
of
need
to
know
all
the
different
moving
pieces.
You
need
to
really
understand
as
well
like
the
product
roadmap
and
where
everything's
going
so
kind
of
learning.
All
of
that-
and
you
know
everything
fits
together
being
able
to
just
see
how
the
back
end
the
front
end.
The
ux
everything
needs
to
be
kind
of
staged
so
that
there's
no
blockers
in
Milestone
planning,
just
like
that
kind
of
thinking,
and
that's
just
the
product
context
and
there's
the
person
or
people
context
as
well.
B
So
going
from
being
like
an
IC
on
the
team
to
then
be
in
the
EM.
You
kind
of
changing
the
relationship
a
little
bit
with
the
the
peers
on
the
team
and
so
kind
of
just
navigate
in
that
whole
situation,
as
well
as
then
learning
about
their
career
history
and
career
development
and
aspirations.
B
So
learning
all
that
context
as
well
and
then
also
like
for
me
specifically
I,
was
earning
an
em
for
a
very
short
amount
of
time,
and
then
it
went
into
like
Talent
assessments
and
then
having
to
learn
all
that
information
or
gather
all
the
information
to
be
able
to
like
efficiently
do
those
reports
and
everything
so
I
think
that
was
probably
one
of
the
biggest
challenges.
B
B
When
now
I
have
probably
a
minimum
of
like
eight
to
ten
compulsory
meetings
a
week.
So
sometimes
I'll
have
five
six
calls
on
a
day
for
two
days
straight,
and
so
the
schedule
is
a
lot
more
rigid
than
it
was
being
a
engineer.
B
So
I
think
that
was
definitely
a
bit
of
a
surprise.
I
mean
you
can,
of
course
like
mitigate
that
by
skill
new
meetings
on
different
days
or
having
them
more
flexible,
but
I
kind
of
prefer
now
blocking
it
out,
so
that
I
know
that
these
two
days
are
just
meeting
days
like
don't
expect
to
get
much
else
done
on
these
days.
B
And
another
thing
is
the
amount
of
time
that
some
of
the
administrative
tasks
take
so
I
think
I.
Think
I
mentioned
challenge
assessments
so
just
like
that,
for
example,
this
time
of
year
is
just
insanely
busy
with
trying
to
sort
things
like
that
out
and
then
other
things
like
hiring.
B
My
previous
experience
with
hiring
a
kid
ladders
was
front-end
interviews
and
you
kind
of
have
like
your
hour
block
hour
and
a
half
block
of
your
interview
and
then
maybe
half
an
hour
for
a
scorecard,
and
that's
it.
We're
now
like
just
the
hiring
process
like
as
an
admission
of
Sussex,
a
very
long
time
from
opening
the
redirects
all
the
way
through
to
getting
it
published.
B
Getting
it
approved
interviewing
in
like
choose
an
interviewing
panel
going
through
scorecards
writing
like
a
farm
justification,
so
yeah,
it's
just
like
all
the
administrative
tasks
seem
to
take
a
lot
longer
than
I
originally
thought
they
did.
So
you
know
figuring
out
how
to
like
optimize
those
as
well.
You
know
it's
a
challenge.
A
Yeah
I
absolutely
agree
with
the
fact
that,
with
what
you
said
before
about
like
scheduling
your
meeting
on
one
day
at
like
not
expecting
any
anything
more
from
that
day,
I
also
do
that.
I
have
like
basically
all
most
of
my
one-on-ones
with
team
members
only
one
day,
I'm
just
exhausted
afterwards
right,
at
least
it's
it's
patched.
So
it's
better
use
of
my
time.
A
B
B
So
we've
got
our
friends
days
that
you
get
closer
to
like
when
planning
needs
to
be
done
or
when
you
need
to
be
wrapping
up
a
retrospective
things
like
that,
could
dictate
what
the
day
could
look
like
as
well,
which
is
influenced
a
bit
also
like
the
meeting
block
days.
So
those
days
would
look
different
like
a
standard
day,
but
that's
on
average,
like
I'd,
normally
start
my
day
off,
just
going
through
a
bit
of
admins
I,
try
not
to
schedule
meetings
too
early.
B
So
then
I'll
have
to
have
a
meeting
a
little
bit
earlier
and
those
days
I
just
try
not
to
have
another
meeting
too
close
after
that.
So
I
can
kind
of
keep
some
sort
of
like
a
schedule.
B
B
The
product
team
and
trying
to
actually
get
all
of
the
deliverables,
all
the
issues,
refined
and
ready
for
Milestone
planning.
So
you
have
a
lot
of
discussions
happening
all
the
times.
I
try
to
get
all
of
those
out
of
the
way
first
thing
in
the
morning,
and
once
all
of
my
pings
are
out
of
the
way
then
I'll
start
prepping,
for
if
it's
like
one
and
ones
I've
got
coming
up,
then
I'll
prep
for
that.
B
If
it's
other
tasks
that
I've
plugged,
if
it's
planning
that
I
need
to
work
on
for
that
day,
I'll
I'll
get
into
that
for
a
little
bit
and
kind
of
just
try
to
get
as
much
done
between
the
meeting
blocks
as
well.
So
morning
is
basically
the
only
time
that
I
have
set
what
it's
going
to
look
like
and
then
after
the
morning
it's
pretty
flexible
and
inside.
The
meeting
is
always
finish.
The
talks
yeah.
A
B
Karma
definitely
do
miscarding.
I
will
not
lie
about
that.
I
really
miss
the
time
spent
just
sitting
and
focusing
for
like
hours
on
end
digging
into
complex
problems,
but
with
that
said,
there
are
still
opportunities
to
code
as
an
em.
B
If
you're
looking
at
processes
and
you've
seen
things
that
might
be
changed,
we
have
a
lot
of
tools
that
are
still
code.
So
just
an
example
is
like
retrospectives,
that's
run
out
of
a
rails
app
to
make
an
API
request
to
gitlab
to
pitch
the
milestones
and
Pitch
the
teams
and
labels,
and
everything
like
that.
B
So
we
had
an
okay
R
to
include
VSA.
It's
a
value
stream
analytics
into
retrospectives
and
I,
took
the
opportunity
then
to
flick
some
coding
skills
again
and
Implement
that
myself,
which
is
really
fun.
So
there
are
definitely
still
opportunities.
I,
don't
think
I'll
be
trying
to
like
prioritize
doing
like
roadmap
deliverables
myself,
but
I
think
it
becomes
more
to
like
have
I
mean
I've
capacity.
I
would
love
to.
But
if
I
don't
then
I
mean
team
administer
to
processes
and
things
like
that,
there's
definitely
useful
opportunity
how
to
contribute
code.
A
Yeah,
absolutely
okay,
and
you
know-
because
you
know
you
know
a
year
ago,
what's
so
someone
who
thinks
about
the
emerald?
What
can
they
do?
What
one
step
they
can
take
tomorrow
to
be
closer
to
be
prepared
to
the
emerald?
A
B
I
think
I'm
going
to
ask
for
one
but
I'm
gonna
give
you
two.
Okay.
One
would
be
just
to
inform
your
manager
like
as
early
as
possible
that
you
wanted
to
explore
that
group,
because
generally
your
manager
and
your
manager's
manager
will
be
aware
of
what's
happening
in
the
teams
and
whether
there's
an
em
that
might
be
transitioning
going
on
vacation
I've
got
an
extended
period
of
time.
B
Anything
like
that
which
could
potentially
open
an
acting
role,
because,
if
there's
an
acting
role,
I
would
highly
suggest
potentially
volunteering
for
something
like
that,
because
that
way,
you'd
gain
a
really
good
experience
insight
into
what
it
is
at
bnem.
B
And
if
that
isn't
an
option,
then
I'd
suggest
spending
some
time
really
just
trying
to
exploit
your
responsibilities
so
kind
of
going
into
like
or
even
just
like.
Have
the
conversation
with
the
manager
be
like
what
does
your
day
look
like?
How
can
I
take
over
some
of
your
responsibilities
for
like
the
next
release
to
kind
of
just
get
some
exposure
so
whether
that's
working
on
like
issue
triage
or
handling
retrospectives
or
looking
into
okay
I'll?
Ask
for
the
team.