Managing a software engineering team requires balancing different roles and responsibilities. As a manager, one must shift from being an individual contributor focused on technical work to prioritizing people management tasks like 1:1 meetings, providing feedback and career development, reviewing performance and compensation, and ensuring employee engagement. This involves developing skills like empathy, decision making, inspiration, accountability, and both tactical and strategic thinking. A good manager delegates effectively, inspires the team, and manages stress, while a bad manager micromanages, codes too much, and becomes a single point of failure or has an unhealthy work-life balance.
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