The Manager’s Iceberg

Unveiling the Invisible Work of Highly Effective Managers

Have you ever wondered why managers are so busy, yet often you don’t know what they’re doing? Are you a hardworking manager who struggles to articulate your accomplishments at the end of the day?

You are not alone if you answered yes to any of the previous questions. As someone who has worked in software engineering for over 20 years, including several years as an engineering line manager and manager of managers, I have gained an understanding of the complex and challenging nature of a manager’s invisible work. Let me explain.

Introducing The Manager’s Iceberg

I have been pondering the idea of a manager’s invisible work for a while now. To illustrate this concept visually, I devised the “The Manager’s Iceberg” metaphor. This metaphor depicts that a manager’s primary responsibilities and challenges are often hidden beneath the surface, just like an iceberg in the ocean. Much like only a tiny portion of an iceberg is visible above the waterline, only a small portion of a manager’s work may be fully visible to others.

Engineering managers, and people managers in general, have many duties and responsibilities that often go unnoticed. From managing competing priorities and resolving conflicts to supporting team members and making strategic decisions, the daily grind of managerial work can be intense and demanding.

Understanding your manager’s work can offer valuable insights into the inner workings of your team and organization, fostering greater collaboration, empathy, and appreciation for leadership. If you are a manager, acknowledging the breadth and depth of your contributions, even if they’re not always easily quantifiable, is an essential step in recognizing the invaluable impact of your management.

The Impact of a Manager’s Enabling Work

A manager’s outcome is usually measured by the outcome of the teams and individuals they lead and influence. These outcomes, such as completing projects, launching new products, or reaching significant milestones, are generally highly visible within the organization.

Managers must perform a lot of work behind the scenes to achieve successful team outcomes. This type of work is often invisible to the rest of the organization, as illustrated in “The Manager’s Iceberg” figure. This enabling work involves creating a supportive environment for team members to achieve great results.

Based on my experience, I have identified the following ten most common enabling responsibilities and duties for a manager:

1. Running Effective 1:1s: Conducting regular one-on-one meetings between the manager and team members to discuss progress, provide feedback, address concerns, and align on goals.

2. Coaching & Mentoring: Supporting the professional development of team members by offering guidance, sharing expertise, and providing growth opportunities.

3. Observation & Feedback: Observing team members’ behaviors and performance and providing constructive feedback to help them improve and grow.

4. Goals & Prioritization: Setting clear goals and priorities for the team, ensuring alignment with organizational objectives, and guiding efforts toward the most impactful tasks.

5. Strategic Planning: Developing long-term plans and initiatives to align team efforts with organizational strategy and drive sustainable growth.

6. Managing Up, Down, and Around: Building effective relationships and communication channels with managers, reports, and peers to ensure alignment, collaboration, and support.

7. Conflict Resolution: Identifying and addressing conflicts or disagreements within or between team members, fostering resolution, and maintaining a positive work environment.

8. Removing Barriers: Identifying and addressing obstacles or roadblocks that hinder team productivity or effectiveness, whether organizational, procedural, or interpersonal.

9. Empowering Decision-Making: Encouraging autonomy and empowering team members to make decisions and take ownership of their work, fostering a sense of accountability and responsibility.

10. Creating a Positive Environment: Cultivating a positive work culture and environment where team members feel valued, respected, and motivated to give their best effort.

Great managers can effectively enable, inspire, and influence others so they can perform at their best. Thanks to all of this behind-the-scene work, they can transform a group of individuals into high-performing teams. Companies with high-performing teams are likelier to achieve their goals and succeed in their respective industries as they help drive innovation, creativity, and growth.

Managers Are Not the Main Character

An individual contributor can feel accomplished with immediate impact and reward, such as fixing a bug. However, being a manager requires a long-term perspective and focusing on results beyond instant gratification. As a manager, it may take longer for your actions to have an effect and impact. This can be a brutal truth for new managers to understand.

Management, when it’s being done well, it’s invisible. Supporting and enabling others may not get you the spotlight; instead, it could lead to the opposite. As a manager, you are no longer the protagonist but an exceptional supporting character for your team members so they can deliver their best. Failing to understand and accept this aspect of the role could lead to frustration and even burnout.

Management, when it’s being done well, it’s invisible. As a manager, you are no longer the protagonist but an exceptional supporting character for your team members so they can deliver their best.

A Manager’s Ultimate Goal Is to Deliver Results

The first time I was promoted into a management role, I was fortunate enough to receive a lot of in-person management training from specialized leaders in the industry. I learned how to conduct effective 1:1 meetings, coach and mentor my team, give feedback, support the development of my team members, and so on. After applying these learnings, my team was happy and engaged, and everyone seemed to like me as a manager.

At that time, I believed that I was doing a great job. However, upon reflection, I realize that I might have only been doing well in one part of my job and not necessarily being a well-rounded, effective manager. While all people skills and related responsibilities we discussed are crucial for a manager, it is essential to understand that the primary goal of a manager is to ensure that their team consistently delivers successful outcomes within the expected timeline and quality.

Although having a happy and engaged team is undoubtedly important, it cannot compensate for a failure to deliver. Your prime responsibility is to ensure the company’s success, not just your reports’ career development and related. Ultimately, your success as a manager depends on your team’s ability to deliver results, which should always be your top priority.

Don’t get me wrong. I care greatly about all my team members; if you are a manager, you should too. But it’s critical to understand that being a great manager goes beyond having a people-first approach and just doing your managerial duties. Be that leader who deeply cares about your teams and your company!

Be Understanding and Patient With Your Manager

Your manager should be there to support you, but always appreciate how overstretched your manager can eventually be. They may feel stressed out sometimes due to the need to make quick decisions, often with little or ambiguous information. Perhaps the team has grown fast and is overwhelmed by managing too many people. As a result, sometimes, they may not be able to give you the full attention you need.

“Give your manager a break,” as Camille Fournier wrote in her fantastic book The Manager’s Path. Keep in mind that your manager is also human and has their problems to deal with. Try to be understanding and patient with them in those exceptional moments. And be supportive of them; when was the last time you asked your manager, “What can I do for you?” or “How can I help you?”

“Your manager’s job is to do the best thing for the company and the team. It is not to do whatever it takes to make you happy all the time.”

― Camille Fournier, The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change

The principle of managing up is understanding. Step up to support your manager when you can. You can make a significant impact by offering solutions instead of just presenting problems. The more senior you are, the more that’s expected from you. This means thinking critically about the challenges facing your team and your organization and taking ownership of them. Show them that you have High Agency. By doing this, you build trust and credibility with your manager.

Final Thoughts

I love being an engineering manager (and will probably write about why in a future post). Yet, I’m not going to lie; being a manager, it’s hard. Taking on multiple responsibilities that often go unnoticed and don’t have an immediate impact can be challenging. However, that’s part of a manager’s job.

Understanding the often-overlooked complexities of this role and the powerful impact of enabling others is essential for many reasons. It is crucial for leading high-performance teams that are not only engaged but also capable of delivering exceptional results and driving the business forward. Additionally, it is vital for your well-being and long-term career success as a manager.

If you’ve never managed people, I highly recommend trying it out at least once. It can benefit you in multiple ways applicable to your personal and professional life. Whether you’re a manager or not, I strongly encourage you to cultivate a mutually beneficial relationship with your manager grounded in trust, empathy, respect, and support.

---

I hope The Manager’s Iceberg makes sense to you. Please leave me a comment with your thoughts!