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.

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