The People Puzzle: Why Engineering Management is More Art Than Science
Navigating the messy, unpredictable world of people management in engineering teams
Managing people in engineering teams is like herding cats while also trying to solve a Rubik’s cube in a hurricane. It’s chaotic, frustrating, and occasionally rewarding. Yet, the role of an Engineering Manager is pivotal—not just for delivering stellar products but also for building teams that thrive. So, why does it often feel like juggling chainsaws? Let’s dive into why managing people is the hardest (and most critical) part of engineering management—and how you can do it better.
The Basics: What People Management Is (And Isn’t)
Let’s start with what people management isn’t: it’s not about bossing people around, micromanaging their work, or delivering motivational speeches like you’re auditioning for a TED Talk. People management is about creating an environment where individuals feel empowered to do their best work and actually want to stay on your team.
Key Takeaway: If you think managing people is easy, you’re doing it wrong.
Camille Fournier nails it in The Manager’s Path: “The job of a manager is to make your team better.” Sounds simple, right? Spoiler: it’s not. Because making your team better involves understanding what motivates them, addressing conflicts, and balancing their growth against the company’s needs.
The Unspoken Truth: People Are Messy
Here’s the part no one tells you in those shiny leadership workshops: humans are gloriously unpredictable. Your star developer might have a meltdown over a code review, or two team members might decide that passive-aggressive Slack messages are their love language.
Managing people means tackling challenges like:
Personality clashes: Because apparently, Karen doesn’t like it when Joe breathes near her.
Power struggles: The junior dev thinks they’re the reincarnation of Linus Torvalds.
Unequal contributions: Someone always seems to disappear when it’s time to fix the bugs.
Radical Candor, by Kim Scott, offers a framework to deal with these messes: be direct without being a jerk. Call out the behavior, not the person. For example, instead of saying, “Joe, your code reviews suck,” try, “Joe, here’s how we can improve the feedback process.”
Why Empathy Is Your Superpower
People don’t leave companies—they leave managers. Let that sink in. If your team is turning into a revolving door of talent, it’s probably not because they hate the free snacks. It’s because they don’t feel heard, supported, or valued.
Empathy isn’t about holding hands and singing “Kumbaya.” It’s about genuinely understanding your team’s challenges and helping them overcome obstacles.
An Elegant Puzzle by Will Larson emphasizes this balance: “Management is a craft that combines the science of systems with the art of empathy.”
Sidebar: Empathy ≠ Excusing Mediocrity
Let’s not confuse empathy with enabling bad behavior. If someone isn’t meeting expectations, address it. But do it with context and care.
The Feedback Problem: You’re Probably Doing It Wrong
Raise your hand if your “feedback process” involves awkward annual reviews that everyone dreads. Congratulations, you’ve just won the award for Most Ineffective Manager.
Feedback should be:
Timely: Don’t wait six months to tell Karen that her PRs are too bloated.
Actionable: “Be better” is not feedback.
Balanced: Highlight what’s working, not just what’s broken.
Scott’s Radical Candor introduces the idea of “Care Personally, Challenge Directly.” Think of it like a peanut butter and jelly sandwich: sweet encouragement balanced with some tough love.
Counterarguments: “But I’m a Techie, Not a Therapist!”
Here’s the thing: You don’t need a Ph.D. in psychology to manage people effectively. But you do need to care. Stop hiding behind your technical expertise as an excuse. Yes, your ability to debug is impressive, but it won’t matter if your team hates you.
Hypothetical: Imagine you’re the most brilliant coder in the room, but your team’s morale is in the toilet. What happens next? Your projects fail, and your reputation takes a hit.
Real Talk: Success Is in the Little Things
Managing people isn’t about grand gestures. It’s about consistency:
Celebrate small wins. Did Karen finally merge that PR after two weeks? Throw her a Slack emoji parade.
Be available. Your “open door policy” means nothing if you’re always too busy for a quick chat.
Address failures. Don’t sweep mistakes under the rug. Use them as learning moments—without publicly shaming anyone.
The Books That Can Save You (And Your Team)
Here’s your required reading list:
The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change by Camille Fournier.
A no-nonsense guide to every stage of management, from mentoring juniors to leading teams.
Learn how to give feedback that’s honest but kind.
An Elegant Puzzle: Systems of Engineering Management by Will Larson.
Perfect for understanding the systems and people dynamics in engineering teams.
Final Thoughts: Are You Up for the Challenge?
Engineering management isn’t for the faint of heart. It’s a balancing act between technical leadership and emotional intelligence. But if you get it right, the rewards are immense: a happy, productive team that actually likes working together.
So, what’s stopping you? Start by reading one of the books above. Or, you know, just stop being a terrible manager. Your choice.
