Let’s start with an uncomfortable truth: many engineering managers don't understand "Agile" beyond its buzzwords. Everyone nods along when “scrum” or “sprint” is mentioned, but beneath the veneer of standups and burndown charts lies a messy reality—teams are running fast but often in the wrong direction.

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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.

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.Read the blog post to know more about:

AIOps Engineering is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.

AIOps Engineering is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.

NotebookLM version of my blog post "My Favorite Tech Management Structure: Agile Flight Levels + OKRs", that's truly impressive! Check it out.