Good Engineering Management is a Fad - Article Recap

A recap of Will Larson's article on how the definition of "good engineering management" constantly shifts based on changing business realities and macroeconomic factors rather than enduring best practices.

  • Management is cyclical: What's considered "good engineering management" continually shifts through distinct eras as the broader business environment changes, driven by macroeconomic factors rather than unchanging moral truths.
  • Era-specific narratives: Each era in tech has its own story about what makes an effective manager—the hiring boom of the 2010s emphasized different skills than the contraction and AI enthusiasm of the 2020s.
  • Shifting priorities over time: Earlier focus was on motivating, empowering, and retaining engineers during hypergrowth and talent competition. Recent years with budget cuts and flatter organizations expect managers to be more hands-on and closely involved in technical work.
  • Business realities drive change: While each shift gets framed as a "morality tale" (e.g., the evil of middle managers or the virtue of empowering ICs), underlying causes are practical: interest rates, company priorities, and economic optimism.
  • Foundational skills persist: Despite surface-level expectation changes, core skills remain essential: executing projects, managing sprints/incidents, building strong teams, and adapting to new requirements.
  • Beware of dogma: Believing too deeply in the current prevailing management dogma leaves you vulnerable when the next shift comes. Embrace nuance and context over simplistic metrics.
  • Don't lose sight of deeper needs: Focus on the underlying needs of teams and organizations, not just the latest management fad or morality tale.
  • Adaptability is key: Managers should remain flexible and responsive to their organization's actual needs rather than blindly following current trends.
  • Cyclical nature is natural: The industry's mood and priorities change, and management expectations change with them—this is normal and expected.
  • Prepare for future shifts: Understanding that "good management" is contextual helps managers prepare for inevitable changes in expectations and priorities.
  • Balance principles and pragmatism: While staying grounded in fundamental management principles, be willing to adjust your approach as business realities evolve.
  • Critical thinking required: Question whether advice you're receiving reflects eternal truths or just the current economic and business climate.

The full article is available here.