Here’s something that surprises new engineering managers when I share it: stop trying to be the smartest person in the room.

Early in my leadership journey, I felt this pressure to have all the technical answers, especially coming from a strong engineering background. But I discovered something counterintuitive - admitting when I don’t know something and asking my team for input actually builds more trust than pretending to know everything.

The best engineering leaders I know, including those I work with at @Altium, are comfortable with intellectual humility. They focus on creating psychological safety where their team feels empowered to challenge ideas and propose better solutions.

Your technical skills got you promoted, but your vulnerability will make you a great leader.