Most engineers become leaders because they're great at solving problems.

Then they get promoted... and suddenly the thing that made them successful starts getting in the way.

If you've ever struggled to delegate, found yourself jumping in to fix everything, or wondered why your team keeps bringing every problem back to you, this conversation will probably hit close to home.

Ashley Chang started her career as an engineer and now leads training and development at Anduril. She talks about what really changes when you move from individual contributor to leader, and why leading isn't about having all the answers anymore. It's about asking better questions, setting clear expectations, and creating an environment where your team can solve problems without depending on you.

We also get into why so many companies confuse "don't micromanage" with "don't lead," why coaching is a skill that has to be developed, and why technical experts don't automatically become great teachers just because they're the best at the job.

If you're leading engineers, manufacturing teams, or any technical organization, this episode is a practical conversation about what actually changes when your job shifts from doing the work to helping other people do it well.

EPISODE HIGHLIGHTS

  • [00:00] Introduction
  • [00:02:38] Why engineers struggle when they become managers
  • [00:05:48] Finding the right balance between delegation and micromanagement
  • [00:09:16] What makes technical training different
  • [00:11:32] Breaking old habits and creating new standards
  • [00:14:00] Why great performers don't always make great trainers
  • [00:17:12] Asking better questions instead of giving answers
  • [00:22:28] Why training should be treated like a product
  • [00:25:57] Overcommunication beats undercommunication
  • [00:26:56] Knowing what should and shouldn't be trained


KEY TAKEAWAYS

  • Great engineers don't automatically become great leaders
  • Leadership starts when you stop trying to solve every problem yourself
  • Delegation changes based on each person's experience and maturity
  • Clear expectations are different from micromanagement
  • The best coaches ask questions before offering solutions
  • Technical experts need coaching skills to become effective trainers
  • Good onboarding teaches both the work and the culture
  • Training only works when leaders reinforce it every day
  • Overcommunication is usually better than undercommunication
  • Teach principles that stay the same, even when processes change


If this episode resonated with you, subscribe to the show, share it with someone leading a technical team, and leave a review so more engineering leaders can find these conversations.

Links & Resources

Ashley Chang


Matt Gjertsen


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