The time zones of Engineering Managers
The 5 time-based mental modes that shape how engineering managers think, lead, and make decisions - and what to do if you’re stuck in one.
Anton, you’re doing a good job. But you’ve got to stop obsessing about the future. There’s so much you can improve and learn in the job you have right now.
That’s what my manager told me during a 1:1, after months of conversations that were almost entirely about what’s next - my promotion, my growth, my next step.
He was right. I’ve always been too focused on the future.
That’s just how my brain works - I’m a “Dreamer.”
And over time, I realized that every manager (and person) has their own default:
Some live in the past. Some replay yesterday. Others plan obsessively or stay lost in possibility.
These aren’t fixed “types”, they’re modes.
And most managers I know lean into one “time mode” - and it influences how they plan, how they communicate, and how they make decisions.
1. The Nostalgic (stuck in the past)
Always thinking about the past. If it was good, they long for it. If it was bad, they replay it over and over.
They keep old letters, photos, notebooks, and compare everything today to how it “used to be.” Conversations often drift to past stories.
As Engineering Managers
They often talk about how “things worked better” at a previous company or under a former leader.They tend to resist change and prefer familiar processes, tools, or team structures - even when they’re no longer effective.
They are great at avoiding past pitfalls.
2. The Replayer (trapped in yesterday’s meetings)
Stuck on what happened yesterday or earlier today.
They replay conversations, analyze decisions, and go over small events in great detail. They’ll go to a one-hour meeting, and then talk about it for two.
As Engineering Managers
They overanalyze one-on-ones, team meetings, or feedback sessions long after they’re done. They may second-guess themselves constantly: “Should I have said that differently?”
It’s hard for them to move forward, which slows decision-making and undermines confidence in leadership.
They never forget what you asked from them though.
3. The Monk (fully present, sometimes too much)
They notice how things are, deal with what comes up, and don’t overthink what already happened or what might happen.
If something’s wrong, they feel it, respond, and move on. They’re usually calm, focused, and grounded.
The downside is that they might be too present-focused. We don’t live in a temple, and the reality is quite messy. Spending time in the past/future is critical in our crazy world.
As Engineering Managers
These EMs are calm under pressure, responsive to what the team needs, and rarely get stuck in hypotheticals.
They don’t waste time blaming or worrying - they focus on unblocking people, removing noise, and delivering.
- When they debug, they are 100% into it.
- When they are in a 1:1 - they are with you, fully present.
- When they are in a meeting - they actually listen, and don’t multitask.
The downside - they have a harder time building a long-term vision, or influencing bigger moves outside their own teams.
4. The Planner (living one step ahead)
Always thinking one or two days ahead. They’re organized, efficient, and rarely surprised.
Calendars are up to date. Clothes are set out the night before. They know what they’re eating tomorrow and what they’ll watch in the evening.
Reliable and detail-driven.
As Engineering Managers
They’re masters of sprint planning, roadmapping, and keeping their developers focused on what’s next. You’ll rarely catch them off guard - they’ve likely written the retro notes already.
They may struggle when plans fall apart, or when intuition is needed more than structure.
5. The Dreamer (always thinking 12 steps ahead)
Our mind lives in the far future. We imagine what could be, not necessarily what’s likely. We’ll picture how they’ll spend lottery winnings (even without buying a ticket).
We love ideas, fiction, and what-if scenarios.
The future is so much fun! :)
As Engineering Managers
We love thinking big: what the team could build, how the org could look, how far our reports could grow.
We are strong visionaries - great at inspiring people with what’s possible (and at being involved in company politics). In many cases, our ideas may feel disconnected from reality, especially if we start neglecting the present.
You Don’t Need to Be a Monk
There is no ‘idea’ distribution between the times, but in my opinion, here are the guidelines:
- Most of our time should be spent in the present (50-60%).
- We should have at least a few minutes a day focusing on the near past/future. Analyze our mistakes and plan ahead without being obsessive about it.
- Once a week, it’s worth spending time thinking about the vision, and noticing how far we have progressed. I believe that connecting the far future and far past provides a more grounded approach, as it helps you see what is reasonable to expect and keeps your dreams in check (at least for me).
An exercise you can try: at the end of each week, ask yourself:
- Where did most of my thoughts go? Far/near past, far/near future or present?
- Was it useful?
- What would’ve helped me rebalance?
If you’re serious about growing as an engineering manager, noticing where your mind lives is a good place to start.
Final words
Jensen Huang explains why he doesn’t wear a watch (38 seconds):
The reason I don’t where a watch is: now is the most important time. I don’t aspire to do more. I aspire to do better at what I’m currently doing.
FAQ: Mental Models and Leadership Mindsets for Engineering Managers
What is a time mindset in engineering leadership?
A time mindset refers to where your mental focus naturally goes - past, present, or future. It impacts how you plan, make decisions, and lead your team.
How do I know if I'm stuck in a time trap as an engineering manager?
If you find yourself obsessing over past mistakes, endlessly planning, or constantly worrying about what's next - you’re likely stuck in a time trap. These modes often feel productive but create blind spots in leadership.
Why do time mindsets matter for engineering managers?
Your time mindset affects how you delegate, coach, handle feedback, and scale your team. Recognizing your default helps you shift when needed - and lead with more clarity and intention.
Can engineering managers change their leadership mindset?
Yes. These time modes are not fixed personality traits - they’re habits. With self-awareness and practice, engineering managers can rebalance their mindset and lead more effectively.
What’s the best mindset for an engineering manager?
There’s no perfect mindset. The goal isn’t to live in the present 100% of the time - it’s to shift intentionally between reflection, execution, and vision as the situation requires.