The engineering manager's guide for 2025
Engineering management has evolved significantly. According to Levels.fyi's Manager Compensation Report, engineering managers now face broader responsibilities across technical leadership, people development, and business alignment. The role requires a unique blend of skills that few other positions demand.
The modern engineering manager
According to Jellyfish's Engineering Management Report, effective engineering managers increase team productivity by 25% while reducing attrition by 30%.
Core responsibilities
People
Hiring, development, coaching, performance, retention
Process
Agile practices, delivery, planning, retrospectives
Technical
Architecture decisions, code quality, technical debt
Product
Roadmap alignment, stakeholder management, prioritization
Culture
Team health, psychological safety, collaboration
Strategy
Long-term planning, organizational alignment
Manager vs Tech Lead: Engineering managers focus on people and process; tech leads focus on technical direction. Many organizations combine these roles, but they're distinct skill sets.
Time allocation
Recommended Time Allocation for EMs
Effective one-on-ones
Weekly, 30 Minutes
Consistent cadence, protected time. Never skip without rescheduling.
Their Agenda First
Let direct reports set the agenda. Start with their concerns and priorities.
Career Development
Regularly discuss growth, goals, and learning opportunities.
Feedback Both Ways
Give feedback and ask for feedback on your management.
Document Action Items
Track commitments and follow through on them.
1:1 Discussion Topics by Frequency (%)
Building high-performing teams
High vs Low Performing Team Characteristics
| Feature | High Performing | Average | Low Performing |
|---|---|---|---|
| Psychological Safety | ✓ | ✓ | ✗ |
| Clear Goals | ✓ | ✓ | ✗ |
| Autonomy | ✓ | ✗ | ✗ |
| Regular Feedback | ✓ | ✗ | ✗ |
| Learning Culture | ✓ | ✗ | ✗ |
| Sustainable Pace | ✓ | ✓ | ✗ |
Hire Well
Skills matter, but culture fit and growth potential matter more
Set Context
Share the why, not just the what. Connect work to impact
Remove Blockers
Shield team from distractions, clear organizational friction
Develop People
Create growth opportunities, stretch assignments, mentoring
Celebrate Wins
Recognize contributions publicly and privately
Learn from Failures
Blameless postmortems, continuous improvement
Performance management
Continuous Feedback
Don't wait for review cycles. Regular, timely feedback is more effective.
Clear Expectations
Engineers should know exactly what success looks like at their level.
Document Everything
Keep records of feedback, achievements, and concerns throughout the year.
No Surprises
Performance reviews should contain no surprises if feedback is continuous.
Address Issues Early
Performance problems don't fix themselves. Have hard conversations promptly.
Technical involvement
Technical Involvement by Management Level
Stay Technical, But Don't Code on the Critical Path: Managers should stay technical enough to make good decisions, but coding on the critical path creates bottlenecks and undermines the team.
Hiring and retention
Retention Factors by Importance (%)
Managing up and across
Align Goals
Ensure your team's work connects to org priorities
Communicate Progress
Regular updates to leadership, no surprises
Flag Risks Early
Escalate problems before they become crises
Build Relationships
Partner with product, design, and other teams
Advocate for Team
Represent team interests in organizational decisions
Seek Feedback
Actively ask for feedback from peers and leadership
Common challenges
Top Engineering Manager Challenges
FAQ
Q: How do I transition from IC to manager? A: Start by taking on informal leadership: mentoring, leading projects, driving processes. Seek feedback, read management books, find a mentor. The hardest shift is measuring success through others.
Q: How much should I code as a manager? A: It depends on team size and level. First-line managers might code 10-20% of time. But avoid the critical path—your value is in multiplying the team, not personal output.
Q: How do I handle a difficult conversation? A: Prepare specific examples, focus on behaviors not personality, listen actively, and agree on next steps. Most managers avoid these conversations too long—the kindest thing is directness.
Q: What if I want to go back to IC? A: Many do—it's not failure. The skills you gained (communication, strategic thinking, stakeholder management) make you a better senior IC. Some companies have formal pendulum career paths.
Sources and further reading
- An Elegant Puzzle by Will Larson
- The Manager's Path by Camille Fournier
- High Output Management by Andy Grove
- Radical Candor by Kim Scott
- First, Break All the Rules by Gallup
Develop Your Engineering Leaders: Effective engineering management is crucial for team performance and retention. Our team helps organizations develop engineering leadership capabilities. Contact us to discuss your engineering leadership development.
Want to improve your engineering management? Connect with our leadership coaches to develop tailored management practices.
