By Divyanshu Kulkarni, Product Leader Intern

Keeping customers engaged when they visit a website, platform or tool is one of the biggest challenges for companies. With the trends shifting towards “AI” and the “Internet of Things (IoT)”, the humanization of the digitalized world is becoming more accepted. Chatbots are now commonly used in order to facilitate and smoothen the interactions between machines and humans.

Today, with the growth of sophisticated AI/ML technologies, chatbots are becoming more and more capable of human interactions. Their ever-growing popularity is proof that they make life easier for everybody.

NumlyTM offers an AI-enabled, employee coaching and engagement skill development solution for enterprises. Its AI-enhanced platform, NumlyEngageTM, enables coaching as an extension of eLearning, making it possible for organizations to tap into employees’ hard and soft skills and enable them to coach each other in a structured manner, while leveraging third-party learning content, external expert coaches and built-in coaching programs tailored for all corporate functional groups such as Sales, Customer Success, and R&D/Engineering.

NumlyEngage’s in-built algorithm helps define internal Jedi-coach pairings, wherein the Coach helps the Jedi to master the necessary skills, under various pre-packaged coaching programs.

Numly Inc. has developed its own chatbot a.k.a. BobotTM which is armed with a powerful AL/ML backend to guide the users on how to navigate through the NumlyEngage platform. The self-learning chatbot will guide users when they sign up for coaching programs by pushing them to undertake coaching interactions, view learning videos and undertake surveys.

BobotTM has been specifically designed to facilitate ease of use of the platform and using its resources efficiently, ensuring a hassle-free experience all the way for users.

It has some very interesting features –

Product Navigation:

  • BobotTM will help the user navigate through the platfrom, customized to his/her access as a Jedi, Coach, Manager, or a Program Admin.
  • The chatbot will suggest the steps that the user should undertake once they initially login and with the help of pattern recognition, it will learn what each user needs as they progress and accordingly suggest the next steps in their journey fo engagement and skill development.

Catering to User Requests:

  • If they user asks, “How do I get promoted?”, Bobot will pull the current designation of the user and the designation that he desires into account to suggest the next steps.
  • The chatbot will pull the “16 Personality Factor” report of the user to determine his/her strengths and weaknesses. It will cross reference it with the skills needed to reach his/her desired designation and voila, the relevant skills to be worked upon to get promoted are sent to the user. The user can then use the platform’s database of questions, mapped to the defined skills, to start interacting with their chosen coaches.


  • As the user undertakes a coaching program, Bobot will guide him/her through each step of the process in an orderly manner.
  • Whatever task the user chooses, it will guide him/her in real-time, ensuring the best and the most efficient utilization of the user’s time


  • Bobot will facilitate interactions on the platform by sending notifications to the user to push for the follow up steps. For example, if the Jedi has completed his/her task on a skill but has not received a feedback from his/her Coach, the Bobot will guide the Jedi with the following notification – “”Hey! Seems like your coach has been busy. Why don’t you send a follow up request?”
  • Let us say the Coach has been busy and missed out on sending the feedback to his/her Jedi, the Bobot will wait for a specific period and then automatically remind the Coach with the following message – “Hey there! Seems like you missed a feedback request from Mr. A, your Jedi. Please send your valuable feedback to him so that he can proceed in his learnings.”

The Bobot has been developed with the objective to guide the users on their coaching journey on the NumlyEngage platfrom and to facilitate an efficient user experience tailored for each user with the aid of powerful AI/ML technologies. Its self-learning model will keep learning and improving, thus creating a hassle-free experience.

There are several more attractive upcoming features for Bobot. Keep an eye out for our updates!

By Madhukar Govindaraju, Founder & CEO

The climate of change influencing global markets continues to put pressure on organizations to improve succession planning. They need to constantly build a strong pipeline of leaders to ensure continued business success. We can credit the rise of leadership development and leadership nurturing programs to this need. 

However, developing a leadership pipeline with people with the necessary hard and power skills has been an uphill battle for most. Day-long or week-long training programs on leadership development are not delivering the intended results. This is primarily because ‘leadership’ is not one skill. It is a set of multiple skills, most of which demand a behavioral change. 

Read: Is Your Leadership Development Initiative Not Working? Here Is How To Fix It

Behavioral change can only be achieved with constant reiteration and internalization. Given human disposition, even the most driven and talented employee will find it hard to remain motivated enough to drive and implement a change unless there is a shift in behavior. 

Managers are valuable cogs in the wheel of organizations looking at developing their leadership pipeline. While identifying high-potential employees is a part of the manager’s purview, making sure that the talent is nurtured and pushed in the right direction is also an essential part of this job role. The manager is the bridge that connects the organization to the employee and, hence, has an important role to play in developing leaders for tomorrow. 

Here are a few compelling reasons why you need to train managers to become better coaches if your organization wants a strong pipeline of leaders to leverage in the future. 

Leadership has to be built at every level

While there are few who move into the leadership pipeline, organizations now have to work towards developing a ‘leadership mindset’ across the spectrum of employees. A leadership mindset is growth-oriented, it focuses on being solution-driven, it is steeped in ownership and critical thinking. 

These are qualities and skills that help every employee do their job better and become more outcome-driven and productive. These skills, or the lack of it, have to be identified, honed and nurtured to develop the capable leaders of tomorrow. Since managers are the ones closest to their teams, they need to be trained to coach their teams to help the teams develop these skills. 

Coach to drive performance 

A leadership pipeline can only be called a strong and mature one when it includes people who have emotional intelligence and technical intellect. Managers are the best people to identify which team member lacks in which aspect and are well aware of areas that need development.

The team’s performance is one of the primary responsibilities of a manager. In this world of rapid change, managers have to inspire their teams to become performance-driven, and not instruct them. They can communicate in the language that inspires to maximize team performance. However, most managers admit that they don’t coach their teams and stick to disseminating technical and functional skills and only review performance because they don’t know how to coach! 

When managers become better coaches, they can proactively help their team members identify areas of improvement and ensure employees track and achieve their goals proactively.

Goodbye surprises and awkward conversations

Coaching managers to develop stronger teams and individuals helps them understand the strength of coaching. Once they learn and understand how coaching helps them to drive their team, they can identify and implement all the changes and strategies needed to develop a high-performance team. 

Coaching managers also leads to better team engagement, fewer awkward conversations, and no surprises when it comes to performance management. When managers themselves become coaches, they know how to guide individual team members proactively along their career paths by providing contextual, unbiased, and regular feedback. 

They also become more capable of identifying issues early and help their teams become better problem-solvers. They can help their team members be more agile and adaptive towards change and also become more innovative. 

Establish the difference between managing and micromanaging 

Managers have to be on top of everything and make sure that their teams meet their goals and targets. However, often managers end up micromanaging everything, thereby removing individual autonomy and freedom from the equation. The result is a team that is highly dependent on instruction and is unable to make the right decisions. When managers micromanage, they send out a clear message that the team members cannot be trusted. Is it then a surprise that members of such a team do not qualify to be future leaders?

With coaching, managers can understand the subtle difference between managing and micromanaging. It helps them identify the strengths and weaknesses of their team members and gives them the tools they need to bridge these gaps most appropriately. 

Instead of instructing, managers then enable a growth mindset within their team members, which helps the latter believe that failures are learning opportunities and obstacles are opportunities in disguise. 

Finally, given the rise of the millennials and Gen Z as the dominant demographic in the workforce demands a shift in the way managers lead their teams. Understanding the motivations of this workforce and identifying the best ways to engage with them is essential. For example, this demographic wants managers to be their sounding board for their ideas. They also want to devote time discussing new ways of working and evaluating how they will progress to the leadership path. It thus becomes essential to coach managers to connect with this demographic in meaningful ways so that they can move away from the old method of ‘managing by instruction’ to ‘managing by inspiring’. 

By coaching managers, organizations make leadership development a continuous process. Consequently, they can have an army of qualified, well-adjusted, and high-potential employees constituting their leadership pipeline. 

Get a live demo to discover how NumlyEngage™ can help you coach your managers better and improve employee engagement, performance, and productivity by up to 400%!

By Shalini Ramakrishnan, Director of Product Marketing

Remote working is no longer the ‘new’ normal. It is just normal now. 

Hallway conversations, informal lunches, and break sessions, pop-in status reports are on hold for an indefinite time. COVID-19 has ushered us firmly into the age of remote working, where even the most traditional organizations had to adopt this trend.  

With the rules of engagement witnessing an overhaul, HR teams, and organization leaders are grappling with the challenge of keeping these newly remote teams engaged – especially since the individuals making up these teams have their own culture and personality. 

There has been a dramatic shift in the manner in which organizations are operating today, making engagement a difficult game to win. While these unprecedented times continue to impact the workplace and the workforce, organizations have to think of creative ways to make this distanced working environment more engaging so that productivity and employee happiness are not at opposing ends. 

Coaching can become a venerable tool in the HR and leadership arsenal to keep employees engaged. Here is a look at why this is so.

Maximize talent despite the distance 

Remote working is different and demands a different way of leading. Organizations thus have to look at how to help their employees navigate this new normal by guiding them on maintaining a work-life balance while delivering maximum productivity. 

Coaching them to adopt a flexible schedule, develop a flexible mindset, and maintain self-discipline in the absence of constant monitoring are important to drive productivity. Helping them become more goal-oriented, detail-driven with elevated accountability and ownership levels also drive productivity and engagement. By coaching effective prioritization skills and helping employees develop a ‘can-do’ attitude, organizations can keep employees effectively engaged while maximizing the talent despite the distance. 

Guide for growth 

Since millennials are the primary demographic in most organizations, it is imperative to remember that growth is a key engagement driver for these employees. In this remote working environment, it is natural for employees to be concerned about their growth within the organization.

Apart from identifying and providing coaching to meet the employees’ technical skill requirements, organizations also have to identify the power skills gaps by using data from assessments such as 16 Personality factor Tests and Behavioral Skills assessments. Coaching employees on these skills will tangibly impact their professional career and help them become high-potential employees. It helps in driving employee engagement by demonstrating investment and interest in employee growth. 

Drive leadership development 

Remote working or not, organizations have to work continuously to drive leadership development in the workplace to keep employees engaged. Whether it is to identify next-generation leaders or identify high-potential employees, a focus on leadership development also helps in keeping employees engaged, especially in the world of remote work. 

Coaching can play a significant role as an enabler of engagement by helping remote employees understand how to navigate complex relationships, establish greater credibility, cultivate strategic thinking, and develop the capacity to exert influence on decision-making.

In the absence of physical interactions, leadership development coaching guides employees on building and leveraging strategic networks and drive authentic engagement needed to proceed in their careers. 

Read: Critical Leadership Skills that High-Potential Women Leaders Should Be Groomed On

Bridge the skills gap 

Despite the world of work going remote, organizations cannot put a pause on their upskilling and reskilling initiatives. However, while technical training programs help in closing the skills gaps, organizations also have to focus on bridging the power skills gap. Skills like communication, collaboration and influence, problem-solving, innovation and execution, strategic thinking, and the like are essential to driving productivity and engagement. 

Developing a growth mindset is also a prized skill that organizations are looking for to increase the employees’ mental tenacity, especially as the world of work becomes increasingly complex and competitive.

Read: What Can Organizations Do to Develop an Entrepreneurial Growth Mindset Amongst Employees?

Coaching plays a big role in navigating the hard skills and power skills conundrum. Owing to its continuous nature, coaching outcomes drive behavioral change, which helps employees understand the organization’s investment in their growth story. This then becomes a powerful driver of engagement since enablement here drives engagement. 

Empower managers to drive successful teams 

The time to walk the ‘lead by example’ talk is now. In this new world of remote working, the eyes of the employees are fixed on managers and leaders. Managers need to be coached on how to identify the individual talents of individual team members. They also have to discover how to interact with and guide less-experienced employees best through challenging work situations and help them progress along their career paths. Many managers are also leading remote teams for the first time and need coaching on how to best guide their teams for success. 

The absence of physical interactions also means that managers and leaders now have to become clearer in their communication skills and build skills to recognize effort, anticipate team reactions, assess team confidence, appreciate employees, and provide effective feedback. Along with this, managers also have to coach their teams for success and learn how to develop their emotional intelligence to keep team motivation and engagement high. 

Read: How Has the Role of Leadership Changed with COVID-19?

Managers can rely on effective coaching to help them navigate the new challenges and implement the behavioral changes to drive highly successful teams. 

The role of coaching is becoming increasingly important to keep employees happy, engaged, and productive in these challenging times. 

Running and working in remote teams requires specific skillsets and new attitudes so that productivity and engagement levels remain consistently high. It is perhaps time to look towards AI-powered technology and rich analytics to drive highly relevant and contextual coaching programs and help employees deliver their best performance and remain engaged. Consistently. 

By Shalini Ramakrishnan, Director of Product Marketing

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” – Jack Welch

One of the most pertinent and powerful conversations managers have with their teammates is about their growth and success – not the company’s growth. Not KPI’s. Not targets. But individual goals.

Irrespective of age, all employees have certain goals. When managers identify and tap into those goals, find ways to enable them to reach their goals, and connect with them, employees become more willing to put in the discretionary effort. Better employee outcomes and higher productivity then become natural consequences of the effort.

Let’s take a look at some basic tenets on how managers can effectively coach their teams.

Personalize it

Personalization has become such an intrinsic part of our lives that without it nothing works; coaching included. 

With retailers offering personalized experiences even for online shopping, can employees be motivated by a sub-par experience when it comes to something as important as coaching?

To build successful teams and to become good coaches, managers have to personalize the coaching program to make it relevant and contextual for their team members. A novice/ new employee will have different coaching needs than an expert. Managers need to understand where to drive coaching with instruction, where they need to provide constructive correction, and where they need to guide with feedback.

Coaching is not a one-size-fits-all process. Since each member brings something unique to the team, it is essential for managers to have a genuine understanding of each of the team members. To establish a good coaching relationship, managers should ask guiding questions relevant to the employee and provide them coaching in areas that need help.

It’s a two-way street

In coaching, the conversation has to flow both ways. For example, if a manager is donning on the coaching hat, his/her job is not just to disseminate information endlessly. To be a good coach, a manager has to develop the skill to listen and identify the obvious, latent or dormant needs and cries for help, even when they lie unspoken.

Managers have to work on developing their capacity as good listeners without judgment and capably hold space for their employees. Coaching is not just about providing criticism and praise. It is also about being a good sounding board that gives balanced aempldvice and guidance.

Read: The 3 Most In-Demand Power Skills for Managers Today

Stay open to feedback

Coaching needs both encouragement as well as empowerment. Managers have to make sure that they build relationships with employees that lead to better performance. 

Employees are likely to have queries, doubts, inputs, and feedback. They need to know that their manager is listening to them without judgment. They have to know that their managers care for their feedback, opinions, and fears, and will not dismiss or hold employee feelings against them. Feedback also has to be clear, quantitative, and action-oriented.

Creating a safe space for employees is essential for coaching to deliver the intended results. People cannot feel safe sharing views and opinions if they feel that the information can be used against them, or they shall be judged on the same. Approaching things from the employee’s perspective, providing clear and action-oriented feedback, developing the maturity to accept feedback, and not taking things personally are key skills to develop for managers.  

Good coaching starts with developing emotional intelligence. This is because coaching isn’t only about the employee. It is also about how the managers interact with team members, how they understand problems, how they level with people, how sensitively do they deal with opposing outlooks, and how well they identify the explicit and the implied growth needs of their team members. 

Building emotional intelligence in managers helps them empathize with others’ views while having clarity of thought on their own views. Hence, it provides the basis that they need to work closely with their teams to bring about transformational change.

The importance of analysis

Gone are the days when feelings trumped facts

Today, with the growing reliance on data, coaching also has to be driven by data analysis. Be it is hardcore engineering skills or soft skills such as collaboration, learning agility, communication, adaptability, and such, coaching has to be driven by rich analytics.

Analytics provides the engagement insights to drive coaching for successful outcomes irrespective of skill development, performance, employee engagement, or more. Analytics, driven by technologies such as AI and Machine Learning, play a big role in improving learning interactions by providing personalized and contextual nurture actions that include notifications, reminders, alerts, kudos, and more.            

Empowerment and enablement  

One of the most important roles of a manager is to help organizations identify high-potential employees and help these employees to maximize their potential. 

Managers need to know where the employees want to go and also have to be acutely aware of the areas they need to grow.

Often people themselves are unaware of their talents and skills. People also often underplay or overplay their skillsets. Human nature is a complex web to understand. Managers need the right tools to first identify where their team members need help and then help them bridge the gap. 

Leveraging tests such as 16 Personality Factor evaluations, for example, can help a manager identify who is the high-potential employee capable of filling the enterprise pipeline and which one is the brilliant jerk who needs to amplify their soft skills to become a good leader.

Read: What Can Organizations Do to Develop an Entrepreneurial Growth Mindset Amongst Employees? 

The manager is not just the leader of the team. The manager is also the coach. 

Just like a coach helps professional athletes achieve their goals, a manager can also coach his/her team member to  succeed, and as a ripple effect, help the organization grow. 

But coaching cannot be confused with directing. Most managers might ‘feel’ that they are coaching their team when in fact, they are just telling their team members what to do. Coaching is central to improving team performance. The key to successful coaching rests not with telling people what to do but helping them achieve a higher level of action and awareness, by taking carefully calculated steps that matter.

Know more about NumlyEngage Innovation & Engineering Coaching Program

By Shalini Ramakrishnan, Director of Product Marketing

eLearning is not a new term for the enterprise. Most organizations have robust eLearning initiatives in place to meet their reskilling and upskilling needs. Over the years, online training has established itself as a viable and reliable alternative to classroom training – one that has been effective both from the cost and time perspective. 

As we move into a post COVID world where remote working and distributed teams are the new normal, organizations are looking to ramp up their eLearning initiatives to keep the wheels turning on their training and development initiatives. 

Reports show that comprehensive training programs lead to 218% higher revenue per employee than organizations without formal training programs. 

Robust training and development initiatives also contribute significantly to employee engagement, especially as the millennials become the dominant demographic in the workplace. 

Read: The New Normal in Employee Engagement – Power Up your People

However, when it comes to eLearning, even training programs built by experts are designed to satisfy general needs. People attending these training also have to have the right motivation to complete the training successfully and implement the learning in their daily activities.

While eLearning works (the eLearning market is projected to be worth $325 billion by 2025) and learning retention rates are said to increase between 25 percent and 60 percent over time because of eLearning, there is an opportunity to power it up as well – with coaching.

Coaching and eLearning – A match made in heaven 

Millennials and digital natives, the demographic that makes up most of today’s workforce, are motivated by personal and professional development initiatives. However, just any run-of-the-mill training program will not make the cut. 

Here’s a look at how coaching can be the ideal companion of eLearning to deliver exemplary results. 

Develop the context

eLearning programs are goal-driven. At the end of the modules, participating individuals should be able to achieve ‘X’ results or be able to do ‘Y’ things. While the modules are comprehensive enough to achieve this, employees often do not implement the learning in their work because the context is missing for them.

Complementing coaching with eLearning helps the employee understand the context. A coach can guide an employee through the maze of context and help them see the training’s relevance. A coach can also recommend contextual eLearning initiatives for the employees to help them navigate the career path with greater confidence.

Personalization matters 

Today is the age of hyper-personalization, and coaching can make eLearning truly personalized – extending it beyond the ‘name’ personalization. 

Using technologies such as AI, organizations can find the correct Coach-employee pairing. The coach can then guide the employee on how to progress along their career path and navigate the challenges that emerge. During this course, the coach helps them identify areas they need help and push them to  select tailored training programs to meet their exact needs.

AI can also be used to provide personalized and contextual nurturing actions that include delivering personalized notifications, reminders, alerts, commendations, and more. Such activities make online interactions more engaging and motivating.

A robust coaching platform will connect the right coach to the right employee and also deliver AI-driven nudges to address individual skill gaps and identify unique learning processes. Such high levels of personalization also help in driving better engagement since there is a tangible impact of the training on the employee’s career path.   

Coaching enables continuous learning 

Technology-driven coaching platforms also allow enterprises to supercharge their eLearning initiatives by driving continuous learning. 

Unlike a regular training program, where the information disseminated is often lost once the initial enthusiasm wears off, coaching helps to keep the momentum going. Coaching helps employees identify their needs and skills gaps more proactively as well. 

For example, developers and coders have to now learn new technologies faster as the shelf-life of technologies is reducing. A coach can help such employees identify which skills they should proactively learn, how these skills will help them, and what other skill sets they need to develop to move further along their professional paths. Learning, then becomes part of the organizational culture, and the implementation of the learning by employees becomes organic since coaching enables behavioral change. 

Deep engagement analytics provide transformational insights into the efficacy of these development initiatives and help organizations tailor-make coaching and eLearning programs to meet the shifting needs of today’s enterprise. 

By proactively identifying the skill needs of the workforce, organizations can navigate today’s complex business landscape faster, increase their capacity to innovate, and at the same time, have a workforce that is highly motivated and deeply engaged.

If you want to improve the outcomes of eLearning initiatives, you may want to think about offering coaching initiatives to your employees. 

Connect with us to learn how to seamlessly connect the two.

By Shalini Ramakrishnan, Director of Product Marketing

The shift from being an independent engineering contributor to becoming an engineering manager can be quite challenging. 

Engineering is often seen as a solitary craft where you spend time fixing bugs, crafting user stories, and taking deep dives into volumes of code. However, as the engineer graduates to the role of an engineering manager, these activities are replaced by one-on-one planning sessions, project meetings, and helping the team progress along the project path. Impact now is no longer defined by the lines of code written but by the success of the team.

For engineering managers, the roadblocks to professional success are seldom technical. They are invariably personal. 

Engineering today has moved from being an isolated activity to becoming more collaborative. Modern technology products demand teams to work cohesively and collaboratively – especially as the world moves towards a more distributed environment. 

Distributed and remote teams are a part of any software development teams’ vocabulary. And thus, along with having a strong technical foundation and being extremely knowledgeable, engineering managers also have to have strong people skills to drive successful projects. 

Jessica McKeller, a major stalwart in the Python community and the founder of the company Zulip (later acquired by Dropbox), says, “When engineering management is done right, you’re focusing on three big things,” she says. “You’re directly supporting the people on your team; you’re managing execution and coordination across teams; and you’re stepping back to observe and evolve the broader organization and its processes as it grows.” 

None of these activities are easy, and each of these comes with their complexities and challenges. 

So, what can organizations do to ensure that their engineering managers are effective leaders?

Enable access to rich eLearning material 

Learning is a continuous process when an engineer becomes a manager. This is because of the rapid pace of technological change, evolving market trends, and growing individual team members’ needs. 

Engineering teams are also more motivated by managers who have strong technical skills complementing their power skills. They will hardly look up to a manager who is not technically superior or cannot solve their problems. They will not lend discretionary effort or become highly motivated if their engineering manager does not provide the technical guidance and emotional support they need. 

To feed this need for continuous learning, organizations should provide their engineering managers access to rich eLearning material to help them navigate the chasm between desired skills and where they stand at present. 

However, with a plethora of eLearning options available comes a complexity. Which learning resource is right for the manager? What do they need training on? Where are the areas of improvement? Organizations thus have to ensure that they make these programs contextual to the individual needs of the managers. 

Enabling an intelligent recommendation engine to direct the managers towards the right program ensures better learning outcomes. It is so because now the managers don’t have to sift through volumes of courses to decide which one is the right one for them but spend time deciding which of the right courses is best for them. 

Provide coaching to become better managers

To be on top of their game and become good leaders, engineering managers have to complement their technical skills with strong strategic and critical thinking skills. They have to identify ways to keep their teams motivated, productive, and innovative. 

While they have to take on more responsibilities, they also need to master the game of delegation and prioritization, increase their EQ, and become better problem-solvers. Developing the capability to identify the development needs, the hurdles that keep the team members from performing to their best capacity and helping them succeed also fall under the purview of the engineering manager. 

These skills, generally categorized as soft skills, are essentially the power tools a manager needs to build a high-performing team. Developing skills like these involve introducing a behavioral change and, hence, day-long training programs do not suffice.

Instead, organizations have to enable these managers with robust, relevant, and contextual built-in coaching programs. These coaching programs can help them internalize these behavioral changes and become managers who can grow teams with industry knowledge, drive engineering excellence, and successfully manage their teams.

Develop the emotional intelligence to lead successful teams

Engineering seems like a cold and scientific process. However, the ones engineering futuristic solutions are human. 

To become successful engineering managers, it becomes essential to connect with the team at an emotional level. An absence of this emotional connection leads to struggles in building trust and camaraderie – tools that are essential for collaboration in today’s world of work.

We have enough research to propound that people don’t leave organizations, they leave a bad manager. But who is a bad manager? Arguably, the one who micromanages, does not trust team members, cannot provide guidance when needed, or is hyper-focused on individual development and ignores the needs that team members require to become high-performing individuals. 

Technically sound engineering managers have to open up to developing their emotional intelligence, identifying the latent needs of their team members, and learning how to best engage with their team members. 

Often the biggest hurdle for engineering managers is to just learn when to bite their tongue rather than give a frank opinion right off the bat. Calibrating when a team member needs your help and when they need guidance and support helps in fostering a culture of accountability. It helps the team members realize the trust being placed on them. 

Focusing on building power skills that help managers become better team leaders leads to more engaged, productive, and motivated teams. The absence of these skills poses the opposite effect and impacts the health of a team. To put it simply, engineering managers with higher EQ and well-developed power skills contribute to lowering employee churn, improve employee engagement, and build a healthier work culture. 

In Conclusion 

Developing effective engineering managers has also become an organizational priority since the pace of remote work has increased exponentially. Managing a remote or distributed engineering team needs elevated communication and collaboration skills. It needs greater prowess to keep these teams motivated, productive, and engaged. 

However, strong managers have to capably navigate the challenges posed in these situations with calm dexterity, greater resilience, creativity, and equanimity so that their teams continue to remain engaged.

Connect with us to understand how our Innovation & Engineering Coaching Program can help you build engineering managers who will lead your engineering teams and your organization to the pinnacle of success.