Engineering Manager: Being a servant leader
This article will show you strategies you can use to build a great performing team at scale by being a servant leader, through the eyes of an Engineering Manager.
Doctolib has three missions: improve the daily life of healthcare personnel, improve patient access to healthcare and patient health and build a team of entrepreneurs with humanistic values. Here is a summary of my experiences as an engineering manager (EM) and how it contributes to these missions.
When I joined Doctolib four years ago, there was only one engineering manager. The concept of feature teams was fairly new to us, as we were evolving from a more traditional front/back organization. We were only 10 developers and the role of an EM has changed a lot since then. I myself joined as a full stack developer and grew into an EM position after one year. This job transition is not uncommon at Doctolib.
The main mission of an EM is to take good care of their feature team. At Doctolib, we believe that your team is your first priority: before working on strategic topics or transversal projects, the most important thing is the wellbeing and efficiency of the team.
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