Simon Willison’s Weblog

"Good engineering management" is a fad (via) Will Larson argues that the technology industry's idea of what makes a good engineering manager changes over time based on industry realities. ZIRP hypergrowth has been exchanged for a more cautious approach today, and expectations of managers has changed to match:

Where things get weird is that in each case a morality tale was subsequently superimposed on top of the transition [...] the industry will want different things from you as it evolves, and it will tell you that each of those shifts is because of some complex moral change, but it’s pretty much always about business realities changing.

I particularly appreciated the section on core engineering management skills that stay constant no matter what:

1. Execution: lead team to deliver expected tangible and intangible work. Fundamentally, management is about getting things done, and you’ll neither get an opportunity to begin managing, nor stay long as a manager, if your teams don’t execute. [...]
2. Team: shape the team and the environment such that they succeed. This is not working for the team, nor is it working for your leadership, it is finding the balance between the two that works for both. [...]
3. Ownership: navigate reality to make consistent progress, even when reality is difficult Finding a way to get things done, rather than finding a way that it not getting done is someone else’s fault. [...]
4. Alignment: build shared understanding across leadership, stakeholders, your team, and the problem space. Finding a realistic plan that meets the moment, without surprising or being surprised by those around you. [...]

Will goes on to list four additional growth skill "whose presence–or absence–determines how far you can go in your career".