Mentors and engineering managers
Joining Nebulab can be a bit confusing if you come from a traditional company with only one layer of management. If you read this playbook, you'll know that, at any given time, you will be reporting to two managers at the company: your mentor and your engineering manager. While this may seem like an overly complex structure, there is actually a very good reason for this separation of responsibilities, and it has to do with your happiness at the company.
Mentors work for you
Your mentor is in the business of people management, and they are responsible for your success and no one else's. They are the bridge between you and Nebulab, and will make sure that your time at the company is amazing and rewarding.
They have many responsibilities, among them:
- Running regular 1:1s to make sure you are happy and productive.
- Making sure you are constantly growing as a person and a professional.
- Communicating feedback back and forth between you and higher management.
- Acting as your point of reference for any company-related questions.
Feel free to ping your mentor at any time with anything, that's what they're here for!
Engineering managers work for the team
Engineering managers, on the other hand, are functional managers. They are responsible for the success of the client, the team and the project they are assigned to, and effectively act as project managers.
Here are a few of your engineering manager's responsibilities:
- Coordinating and prioritizing work on the project you are assigned to.
- Resolving any blockers that are preventing you from doing your work.
- Reviewing the work you do to ensure it aligns with the business goals.
- Creating and maintaining a relationship between the client and Nebulab.
Your engineering manager is your go-to person for anything that has to do with your day-to-day work.
Engineering managers come and go, a mentor is forever
A big problem in most agencies is that people are constantly switching projects and, as a result, they are constantly switching managers. This is a terrible experience: the relationship between a manager and their team is one of the most valuable assets we can leverage to create a company of happy, effective employees.
Separating mentors from engineering managers resolves the issue entirely. On one hand, it allows you to have a stable point of reference at the company, your mentor, who will get to know you over many years of work together. On the other, it allows clients to get the people they need to accomplish their goals.