The transition from Individual Contributor (IC) to Engineering Manager (EM) is one of the most consequential and underexplored career inflection points in the software engineering profession. While technical skills enable engineers to excel as ICs, the managerial role demands a fundamentally different set of competencies—people development, strategic thinking, and organizational influence—that are rarely taught in engineering curricula or training programs. This paper draws on first-hand experience managing large-scale engineering teams at Uber Technologies Inc., one of the world's largest ride-sharing and technology platforms, to propose the SCALE framework: a structured, five-stage model for successfully navigating the IC-to-EM transition. We characterize the core challenges engineers face during this transition, identify the most common failure modes, and present actionable practices that enable new managers to build high-performing teams without abandoning their technical identity. Our findings suggest that the most effective engineering managers are those who learn to multiply their impact through others while retaining deep enough technical grounding to earn credibility and make sound architectural decisions.