EM vs Tech Lead vs IC: Who Does What and Why It Matters
Understanding the distinct roles of Engineering Managers, Technical Leads, and Individual Contributors in building exceptional tech teams.
Engineering Manager (EM). Technical Lead (TL). Individual Contributor (IC). These aren’t just job titles—they’re the building blocks of successful tech teams. But here’s the rub: the roles can often overlap, causing confusion, inefficiencies, and frustration. So, how do we untangle these positions and help everyone work smarter, not harder?
Let’s dive in to understand these roles, explore their challenges, and figure out how to make them click together like a well-oiled machine.
The Breakdown: What Each Role Does
1. The Engineering Manager (EM): The People Person
The EM is a bit like a coach. They’re not on the field scoring goals, but they’re ensuring the players are at their best. Their focus? Hiring, team morale, communication, and hitting project milestones. An EM spends most of their time in meetings, one-on-ones, and planning sessions. They might occasionally dip into the technical side, but their primary job is keeping the team aligned and productive.
The common misconception? That EMs need to be technical geniuses. Spoiler: They don’t. They need to empower their team, not out-code them.
2. The Technical Lead (TL): The Architect and Builder
If the EM is the coach, the TL is the quarterback. They lead by example, making key technical decisions and guiding ICs through tricky problems. TLs write code, review pull requests, and make sure the team’s technical direction aligns with broader goals. They’re the bridge between strategy and execution.
3. The Individual Contributor (IC): The Maker
ICs are the engine of the team. They’re the ones writing the code, debugging the product, and building what users interact with. Their focus is on technical execution, guided by the TL and EM. A great IC delivers high-quality work and communicates clearly, ensuring their contributions fit seamlessly into the bigger picture.
When Roles Blur
Here’s the issue: The boundaries between these roles can get muddy. Some EMs try to micromanage technical details. Some TLs get pulled into people management. And some ICs feel the pressure to lead without the title—or the pay.
Let’s imagine:An EM decides to “help” by jumping into the codebase, making a quick fix that conflicts with an IC’s planned solution. Now, the IC is frustrated, the TL is stuck refereeing, and the EM is asking why things aren’t moving faster. Sound familiar? That’s the chaos of unclear roles.
The Balancing Act: Challenges for the EM
One of the toughest roles in tech? The EM balancing act. They need to:
Empower their team.
Stay technical enough to make informed decisions.
Avoid micromanaging.
But let’s be real: Nobody wants an EM who hovers over GitHub or, worse, critiques code like they’re still an IC. On the flip side, a clueless EM risks losing the team’s respect. The solution? Find the sweet spot between strategic oversight and technical literacy.
How to Make It Work
Here’s the playbook for keeping EMs, TLs, and ICs in sync:
1. Define Roles Clearly
Ambiguity is the enemy of progress. Spell out who’s responsible for what—and stick to it.
Why it Matters: Ambiguity in roles often leads to friction and inefficiencies. An EM might inadvertently take over technical decision-making, or a TL might start micromanaging team members. Clarity prevents these overlaps.
How to Do It:
Document Expectations: Write a detailed document outlining what each role entails. Share it with the team to ensure alignment.
Review Regularly: As teams and projects evolve, roles might need adjustments. Schedule periodic reviews to update responsibilities.
Set Boundaries: Define what each role explicitly does not cover (e.g., “The EM does not dictate coding standards; that’s the TL’s job”).
2. Foster Collaboration
Great teams thrive on respect. EMs should empower, TLs should guide, and ICs should execute. When these roles work together, the result is magic.
Why it Matters: Poor communication can cause misunderstandings and create silos. Without regular updates, an EM might miss critical blockers, or ICs may feel unsupported.
How to Do It:
Daily Stand-ups: Keep these short but meaningful. Let each role share updates specific to their domain (e.g., EM on hiring, TL on blockers, IC on progress).
1:1 Meetings: EMs should have regular 1:1s with both TLs and ICs to address individual concerns and maintain trust.
Shared Platforms: Use tools like Slack or MS Teams to facilitate open communication channels. Create role-specific threads for technical discussions versus management updates.
3. Prioritize Growth
Career paths should feel like ladders, not hamster wheels. EMs should help TLs and ICs grow into their roles and beyond.
Why it Matters: When roles clash over authority or credit, the team suffers. EMs and TLs must collaborate to lead the team effectively, while ICs need to trust their leadership.
How to Do It:
Align on Priorities: EMs and TLs should sync weekly to ensure they’re aligned on goals and priorities.
Recognize Strengths: EMs should rely on TLs for technical expertise, while TLs should look to EMs for strategic guidance.
Celebrate Together: Acknowledge wins as a team effort. EMs and TLs should openly credit ICs for their hard work.
4. Embrace Flexibility
Rigid boundaries don’t work. Sometimes an EM needs to code, or a TL has to mediate a conflict. What matters is the team’s success.
Why it Matters: A stagnant team loses motivation. By supporting personal and professional growth, you build trust and retain talent.
How to Do It:
EMs as Coaches: Focus on soft skills, career paths, and leadership development during 1:1s.
TLs as Mentors: Provide hands-on guidance in coding practices, architecture, and problem-solving. Lead by example.
IC Development Plans: Offer opportunities to attend conferences, take courses, or work on stretch projects. Tailor plans to individual interests.
Books to Level Up
Want to dive deeper? These books are must-reads for navigating EM, TL, and IC dynamics:
The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change by Camille Fournier.
An Elegant Puzzle: Systems of Engineering Management by Will Larson.
The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, and George Spafford.
Final Thoughts: Make the Ship Sail Smoothly
Ultimately, the success of a tech team comes down to trust, clarity, and collaboration. When everyone knows their role and respects others, things just work. But when lines blur and egos clash? That’s when you get retrospectives full of finger-pointing.
So, the next time you’re wondering, “Why isn’t this working?” ask yourself:
Does the EM empower the team?
Does the TL focus on technical leadership?
Are ICs given space to thrive?
Get these answers right, and you’ll build a team that’s not just productive but unstoppable. Because when roles align, great things happen.
