👨‍💻 Do Engineering Managers Really Need to Code?

It’s a question that pops up often—especially among new managers or those eyeing leadership roles:

“Do I have to code if I’m a manager?”

Short answer?
No, but you probably should.

Let’s talk about why.

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🧭 Leadership Isn’t Just About Code

Being a good engineering manager is about people, priorities, and product impact. Your main job is to:

• Unblock your team

• Align with product and business goals

• Coach and grow engineers

• Make smart decisions under pressure

• Create a culture where people do their best work

You don’t need to merge pull requests daily to do these things well.

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💡 But Here’s the Catch...

When you understand the tech deeply enough to talk the talk and think through architecture, you gain:

• 🧠 Credibility: Your team respects that you get it.

• 🔍 Clarity: You can assess estimates, risks, and complexity more accurately.

• 🤝 Trust: You speak the same language as your engineers and your stakeholders.

You don’t have to write code full-time.
But you should understand it—enough to challenge ideas, spot red flags, and support sound decisions.

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🛠️ When Managers Should Still Code

Not every org expects it. But here are cases where coding as a manager makes a lot of sense:

• 🚨 You're in a startup or small team and need to get your hands dirty.

• 🧪 You’re prototyping ideas to help product/design move faster.

• 🧠 You want to stay sharp and connected to the craft.

• 🚧 You're filling in gaps while hiring (yes, we’ve all been there).

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🚫 When You Shouldn’t Code

• ❌ When it becomes a distraction from leading.

• ❌ When you start hoarding the fun tickets and leave the team with bugs.

• ❌ When it prevents someone else on the team from growing.

Leading is its own full-time job.
You don’t want to be half-engineer, half-manager, fully-burnt-out.

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✅ The Balanced Approach

Here’s what’s worked for me and many others:

💬 Code less, think technically more.

• Review architecture docs.

• Sit in design reviews.

• Occasionally read PRs, offer guidance.

• Write a spike or internal tool when time permits.

You’re not proving yourself through code anymore—you’re multiplying others through clarity and context.

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🧠 Final Thought

Do you need to code as a manager?
Not always. But it helps.

Think of it like speaking a language.
You don’t have to be a poet—but if you want to lead in that country, you better be fluent enough to be understood.