Career growth for engineers often feels like standing at a crossroads. One path leads to deepening technical expertise, the other to managing people. Which one is the right choice?
Rajeev Nanda, Director of Engineering Operations at Unlearn AI, has walked both paths. He started as a hands-on technologist but later stepped into management—only to fail and return to technical work. Eventually, he learned the skills needed to lead people, not just projects.
In this episode, Rajeev shares hard-earned lessons about choosing between technical and management roles, the struggles first-time managers face, and why mentorship is the key to career success. He also explains how companies can help engineers grow without forcing them into management.
If you’re wondering how to advance your engineering career without losing what you love, keep reading.
Choosing Between a Technical or Management Career Path
Why Engineers Often Feel Pressured to Move into Management
For many engineers, career growth feels like a ladder with only one way up—management. Promotions, pay raises, and leadership titles often seem tied to managing people, not improving technical skills. This outdated mindset leaves many feeling like staying technical means staying stagnant.
Rajeev Nanda has seen this firsthand. Early in his career at Intel, he watched talented engineers shift into management—not because they wanted to, but because they thought it was the only way to advance. Some thrived, while others struggled, realizing too late that managing people was nothing like managing code.
The truth is, that technical careers have evolved. Today, Principal Engineers, Fellows, and Architects hold leadership roles without overseeing teams. These experts drive innovation, influence strategy, and solve high-level problems—all while staying deeply technical. However many companies still fail to highlight these paths, making engineers feel like management is their only option.
So if you’re an engineer wondering what’s next, take a step back. Management isn’t the default. It’s just one of many paths forward.
How to Identify the Right Path for Career Growth
Choosing between technical growth and people management isn’t about what’s expected—it’s about what fits. Here are a few questions to help you decide:
“Do you enjoy solving technical challenges more than guiding people? Would you rather improve systems or help others improve their work? Do you like mentoring teammates, or do you prefer deep, uninterrupted technical work? Are you comfortable with ambiguity, decision-making, and team dynamics?”
Signs You Should Consider People Management:
- You find satisfaction in helping others grow rather than just solving problems yourself.
- You enjoy collaborating across teams and influencing company strategy.
- You don’t mind stepping away from hands-on work to focus on leadership, coaching, and communication.
Signs You Should Stay Technical:
- You love building, optimizing, and innovating more than leading teams.
- You prefer mastering complex systems instead of managing processes.
- You find leadership appealing, but you want to influence through expertise, not authority.
Why Early-Career Engineers Should Try Both Paths
Rajeev believes that early-career engineers should experiment before committing. He did exactly that—first stepping into management, realizing it wasn’t the right fit, then returning later with a fresh perspective.
A great way to test leadership is by leading a small project, mentoring juniors, or taking on a team lead role. If you enjoy guiding others and thinking beyond technical problems, management might be a good fit. But if you find yourself missing deep technical work, it’s okay to stay on the technical track—there’s plenty of room for growth without managing people.
So don’t rush. Career growth isn’t about following a script. It’s about knowing what excites you and choosing the path that keeps you engaged, challenged, and fulfilled.
The Reality of Becoming a Manager – Lessons from Rajeev Nanda
First-Time Management Failures – Rajeev’s Personal Experience
Great engineers often assume they’ll be great managers. Rajeev Nanda learned the hard way that’s not how it works.
When he first stepped into a management role, he thought his technical expertise would make leading a team easy. He knew the systems, he understood the challenges, and he believed that giving clear technical direction was all it took. But it didn’t take long for reality to hit.
His first one-on-one meetings were awkward. Instead of discussing growth, challenges, or ideas, conversations drifted into complaints, frustrations, or silence. He struggled to understand how to keep his team motivated. Projects stalled—not because of technical issues, but because people needed clarity, encouragement, and support.
Realizing he wasn’t ready, Rajeev made a bold move—he stepped back into a technical role. He wasn’t giving up, but he knew he had more to learn before leading people effectively. Instead of forcing his way through, he focused on mentorship, observing great managers, and learning the skills that leadership requires.
Over time, with the help of mentors and structured leadership programs, he built the soft skills he had overlooked. Eventually, when he returned to management, he was prepared—not just to lead projects, but to lead people.
Why Managing People is Harder Than Managing Technology
Technology is logical. It follows rules. If something doesn’t work, there’s a reason. People, on the other hand, are unpredictable. What motivates one person might frustrate another.
This is where many engineers struggle. They treat people like machines—assigning tasks, setting deadlines, and expecting everything to run smoothly. But teams don’t work that way.
Some of the biggest mistakes engineers-turned-managers make include:
- Think technical expertise is enough. Leading people requires more than just knowing the work. It means understanding personalities, goals, and challenges.
- Focusing only on output. Engineers often assume that as long as tasks get done, the team is fine. In reality, morale, engagement, and clarity matter just as much.
- Failing to listen. The best managers don’t just give directions; they hear what their team needs, remove obstacles, and create an environment where people can do their best work.
Rajeev learned that empathy and communication were far more valuable than just being technically skilled. A great leader doesn’t just set expectations—they understand what their team needs to meet them.
Soft Skills Every Engineer Must Develop – Even If Staying Technical
Not every engineer needs to become a manager, but every engineer needs soft skills. Whether you lead people or stay technical, your ability to communicate, influence, and collaborate will define your career growth.
- Communication matters. You could be the smartest engineer in the room, but if you can’t explain your ideas clearly, no one will listen. Whether it’s writing documentation, presenting to leadership, or explaining a solution to a teammate, clear communication is a game-changer.
- Influence without authority. Even if you’re not a manager, you need to get people on board with your ideas. That means understanding what motivates them, presenting your ideas persuasively, and showing why your approach makes sense.
- Emotional intelligence. Knowing how to read a room, understand frustrations, and respond thoughtfully is key—especially in high-pressure situations. The best engineers aren’t just good at problem-solving; they’re good at working with people.
- Business awareness. Even if you love technical work, understanding how your company operates makes you more valuable. If you know how your work impacts customers, revenue, or growth, you’ll be able to make smarter decisions.
Rajeev’s biggest takeaway?
Technical skills will get you hired, but soft skills will get you promoted. Whether you plan to manage people or not, investing in these areas will open doors and set you apart.
So if you’re looking for long-term success, don’t just focus on code. Invest in the skills that make you a great teammate, leader, and problem-solver.
How Companies Can Effectively Nurture Engineering Talent
Creating an Environment for Career Growth
Most companies treat career growth as a checklist—training programs, promotions, and annual performance reviews. But real growth doesn’t work like that. What excites one engineer might not matter to another. A one-size-fits-all approach leads to disengagement, not development.
Company size also plays a huge role in career opportunities. At a startup, employees wear multiple hats, gaining broad experience but often without clear career ladders. At a large corporation, structured paths exist, but bureaucracy can slow down progress. Neither approach is perfect, and leadership plays a key role in bridging the gaps.
So how can leaders create an environment where engineers thrive? By aligning business goals with individual aspirations. That means:
- Encouraging technical specialists to grow without forcing them into management.
- Giving employees visibility into career paths—whether that’s deep technical work, project leadership, or cross-functional roles.
- Making growth discussions ongoing, not just part of a yearly review.
The best talent development programs aren’t rigid—they’re flexible, evolving with both company needs and employee interests.
The Power of Mentorship and Coaching in Engineering Careers
Formal training is useful, but the best career growth happens through mentorship and coaching. The right mentor can provide guidance, open doors, and help engineers avoid common mistakes.
But here’s the challenge: mentorship isn’t just about assigning a senior employee to a junior one. It works best when it happens organically—when people connect based on shared interests, challenges, or goals.
Companies that value mentorship make it part of their culture by:
- Encouraging leaders to actively mentor junior employees, not just manage them.
- Creating mentorship circles where employees can connect beyond their immediate teams.
- Supporting both formal mentorship (structured programs) and informal coaching (advice from peers and managers).
Engineers should also seek mentors outside their company. Learning from professionals in other industries, roles, or organizations expands their perspectives and helps them make better career decisions.
Helping Engineers Make Career Shifts Without Losing Talent
One of the biggest mistakes companies make is holding onto employees too tightly. When an engineer feels stuck, they either leave or disengage—neither benefits the company.
Good managers spot leadership potential early and encourage career shifts before frustration sets in. That might mean:
- Letting a backend engineer explore frontend work if they’re interested in full-stack development.
- Giving someone with strong communication skills a chance to lead a project before they step into management.
- Encouraging internal job mobility instead of making employees feel trapped in a single role.
Rajeev’s own career path proves this. He moved through IT, HR, and supply chain, gaining insights that made him a stronger leader. Instead of fearing job transitions, companies should embrace them—because when employees feel like they can grow within the company, they stay.
How Can Leadership Skills Enhance Technical Expertise in Engineering Career Growth?
Effective leadership skills play a crucial role in scaling engineering teams for success. These skills foster collaboration, inspire innovation, and enhance communication among team members. By integrating leadership with technical expertise, engineers can drive projects more efficiently, ensuring not only individual growth but also the overall success of their organizations.
When Career Aspirations and Business Needs Don’t Align
What to Do When an Employee Wants a Role That Doesn’t Fit the Company’s Needs
Sometimes, an employee’s career goals don’t match what the company needs. It’s a tricky situation—forcing them to stay in a role they’ve outgrown leads to frustration, but letting them go isn’t always an option.
Rajeev Nanda has seen this firsthand. At Intel, he had employees eager to move into different fields—some wanted to shift into management, and others wanted to dive deeper into technology. Instead of holding them back, he helped them find the right opportunities, even outside his team. Some transitioned to different departments, while others left the company entirely—but they did so with support, not resistance.
The key? Transparency and trust. Employees should feel comfortable discussing career changes without fear of backlash. Managers who actively listen can either create opportunities internally or help employees develop skills for future roles.
A few ways to do this:
- Encourage skill-building. If someone wants to transition, give them projects that align with their new interests.
- Be honest about company needs. If the role they want doesn’t exist, tell them upfront instead of making empty promises.
- Support career moves—even if it means losing them. Employees who feel valued are more likely to stay long-term, even if they switch roles.
Companies that resist career growth don’t just lose employees—they lose trust. Helping someone find the right path strengthens loyalty, whether they stay or go.
The Role of Leadership in Managing Career Expectations
Good managers don’t wait for yearly reviews to ask, “Where do you see yourself in five years?” By then, it’s too late. Career conversations should be ongoing, woven into regular check-ins, feedback sessions, and even casual chats.
Rajeev follows what he calls the gardener approach to leadership. Just like a gardener doesn’t force plants to grow but provides the right environment, leaders should create space for employees to thrive. This means:
- Paying attention to motivation. If someone suddenly seems disengaged, it’s a sign to check in before they start looking elsewhere.
- Offering gradual growth opportunities. Instead of throwing employees into new roles overnight, give them small chances to experiment—leading a project, mentoring, or working cross-functionally.
- Balancing business needs with employee fulfillment. Not every career request can be granted, but when employees see effort from leadership, they’re more likely to stay engaged.
At the end of the day, a happy, growing employee is an asset, not a flight risk. When leaders invest in long-term career growth, they don’t just keep employees—they build stronger, more committed teams.
Conclusion: Choosing the Right Career Path in Engineering
Engineering careers aren’t one-size-fits-all. Some thrive in deep technical expertise, while others find fulfillment in leading people. The key is knowing what excites you and making choices that align with your strengths and aspirations.
Rajeev Nanda’s journey proves that career growth isn’t always linear. He failed at management, returned to technical work, and later became a successful leader—all because he took the time to develop the right skills. Whether you choose a technical or management track, mentorship, communication, and adaptability will determine how far you go.
If you’re at a crossroads, test both paths before committing. Lead a small project, mentor a teammate, or step into a team lead role. And if you’re a manager, create an environment where engineers can explore different opportunities without feeling stuck.
Growth isn’t about following a script. It’s about staying engaged, challenged, and always learning. So take charge of your career, seek guidance when needed, and choose the path that keeps you inspired.
