What I’ve Learned About Being a Cloud Engineer Manager

After spending the last couple of years as a Cloud Engineering Manager at AllCloud, I’ve collected some valuable insights that have transformed my approach to leadership. The journey has been both challenging and rewarding, filled with lessons that have shaped my management philosophy. Here’s what I’ve learned along the way.

Empathy Is Your Most Powerful Tool

When I first stepped into a management role, I approached it with a technical mindset—focusing on deliverables, timelines, and technical excellence. While these aspects remain important, I quickly discovered that empathy is the foundation of effective leadership.

Understanding where each engineer’s strengths and weaknesses lie isn’t just about assessing technical capabilities. It’s about recognizing the whole person—their aspirations, concerns, working styles, and what motivates them. This deeper understanding has allowed me to:

Assign projects that play to individual strengths
Provide support in areas where team members are still developing
Create an environment where people feel valued for their unique contributions
Build trust through genuine concern for each person’s growth and well-being

Empathy isn’t just a “soft skill”—it’s a critical leadership competency that directly impacts team performance and satisfaction.

One Size Fits None: The Power of Individualized Management

Perhaps the most significant revelation in my management journey has been that each engineer deserves their own management approach. The standardized, one-size-fits-all leadership style I initially attempted quickly proved ineffective.

Some team members thrive with frequent check-ins and collaborative problem-solving. Others prefer autonomy and space to work through challenges independently. Some communicate best in writing, while others need face-to-face conversations to fully express their thoughts.

I’ve learned to adapt my approach to each individual:

Tailoring communication frequency and style
Adjusting the level of technical guidance versus autonomy
Customizing feedback delivery to match learning preferences
Creating personalized growth plans that align with individual career goals

This individualized approach requires more effort and attention, but the results—higher engagement, better performance, and stronger relationships—have been well worth the investment.

Listen First, Speak Second

Early in my management career, I felt pressure to have all the answers. I would jump into conversations with solutions before fully understanding the problems. This approach not only limited my effectiveness but also missed valuable opportunities to learn from my team.

Now, I prioritize listening:

Creating space in meetings for everyone to share their perspectives
Asking open-ended questions that invite deeper discussion
Practicing active listening without immediately formulating responses
Following up on previous conversations to show I value what was shared

By listening first, I’ve gained insights that have improved our technical approaches, uncovered hidden challenges, and identified opportunities I would have missed otherwise. More importantly, team members feel heard and respected, which strengthens our working relationships.

I’ve come to realize that learning from my team at every opportunity isn’t just good for them—it’s essential for my growth as a leader. Some of my most valuable professional insights have come from listening to the experiences and perspectives of the engineers I manage.

Stay Technical to Stay Relevant

One concern I had when moving into management was losing my technical edge. However, I’ve found that maintaining technical proficiency has been crucial to my effectiveness as a manager in the cloud engineering space.

Staying technical has allowed me to:

Understand the challenges my team faces at a detailed level
Provide meaningful guidance during complex technical discussions
Earn trust by demonstrating that I’ve “been there”
Effectively advocate for my team when escalation is needed
Evaluate technical approaches and make informed decisions

When I can drop down to the level of technical details in a conversation, it builds credibility and trust. Engineers appreciate a manager who understands the nuances of their work and can speak their language. This doesn’t mean I need to be the most technically proficient person on the team, but it does mean maintaining enough technical knowledge to have meaningful conversations about the work.

The Joy of a High-Performing Team

There’s no feeling quite like watching a team come together and operate at a high level. When communication flows effortlessly, when team members support each other without being asked, when complex problems are solved through collaborative effort—these moments make all the challenges of management worthwhile.

I’ve found that a high-performing team isn’t just about individual technical excellence. It’s about:

Creating psychological safety where people can take risks and be vulnerable
Building a culture of mutual respect and appreciation
Establishing clear goals and expectations
Removing obstacles that prevent people from doing their best work
Celebrating successes and learning from failures together

When these elements come together, the results can be extraordinary. Projects that once seemed impossible become achievable, and the energy and momentum create a positive cycle that elevates everyone’s performance.

Paying It Forward

Perhaps the most rewarding aspect of management has been the opportunity to pay it forward. Having been in the trenches as a cloud engineer myself, I understand the challenges, frustrations, and triumphs that come with the role. Being able to use that experience to help others grow and succeed brings a deep sense of fulfillment.

I’ve found joy in:

Mentoring engineers as they tackle new challenges
Advocating for team members’ career advancement
Sharing knowledge and lessons learned from my own experiences
Creating opportunities for engineers to showcase their talents
Watching team members grow into their full potential

The ability to positively impact someone’s career journey is a privilege I don’t take lightly. When I see an engineer overcome a challenge or achieve something they didn’t think possible, I’m reminded of why I chose this path.

Conclusion

The journey from individual contributor to Cloud Engineering Manager has been filled with learning, growth, and occasional missteps. I’ve discovered that technical knowledge, while important, is just one piece of the leadership puzzle. Empathy, individualized management, active listening, and team building are equally critical skills.

As I continue this journey, I remain committed to growing both as a technical leader and as a people manager. The cloud engineering landscape is constantly evolving, and so too must my approach to leadership. But the fundamental principles—caring about people, adapting to individual needs, listening more than speaking, staying technically relevant, and fostering team excellence—will remain at the core of my management philosophy.

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What I've Learned About Being a Cloud Engineer Manager