The Myth of “Good Engineering Management” as a Passing Trend

As I grow older, I increasingly reflect on whether I am using my time effectively to advance my career and personal growth. Companies often ask the same question during performance reviews: is this engineering manager effectively contributing to the company’s progress? Surprisingly, answering these seemingly similar questions can reveal very different realities.

This article explores these questions amid today’s unusual industry environment, where management practices continuously shift. Recently, many industry leaders claim that previous management approaches were misguided and that a new model is necessary for managers to remain valued.

Reflecting on my career starting at Yahoo in the late 2000s, my managers had minimalist interactions—rare one-on-one meetings focused mainly on work quality. Despite their simplicity, their approach was effective for that era, emphasizing project goals and navigating organizational challenges. Comparing that to the more recent focus in the 2010s, where attracting and motivating engineers became the top leadership priority during hypergrowth, shows how expectations evolved. Managers were advised to step back from coding and focus more on team development, aligning with the era’s demands.

Fast forward to today, from late 2022 onward, the landscape shifted again. Rising interest rates and the surge of AI models have transformed engineering roles, pushing organizations toward flatter, more hands-on workflows. Managers who previously were recognized for high-level coordination are now expected to be deeply involved in technical work. These changes are often heralded as progress, yet the narrative is layered with moral undertones—during the 2010s, the focus was on empowering engineers; recently, the critique centers on bureaucratic stagnation.

What’s consistent across these periods is that each shift in management style is driven less by moral values, and more by business realities—market conditions, resource availability, and technological advancements. The industry’s talk of morality frequently masks these economic and strategic changes. If you buy into these shifting moral narratives, you risk overlooking the underlying business drivers shaping industry expectations.

In summary, the qualities defined as “good management” are often transient, reflecting the evolving needs of the industry rather than fixed standards. Recognizing this can help managers remain adaptable and focus on the fundamental realities that truly matter.

Frequently Asked Questions (FAQs)

Q: Is good engineering management the same across industries and eras?
A: No, what is considered effective management changes over time, influenced by market conditions, technology, and organizational needs.

Q: Why do management trends keep changing?
A: They are primarily driven by shifts in business environments, technological advancements, and strategic priorities, rather than moral ideals.

Q: How should managers approach these changing trends?
A: They should stay flexible, focus on core business needs, and adapt management styles to the current environment rather than rigidly follow trends.

Q: Are moral narratives useful in management?
A: They can provide useful guidance, but it’s important to recognize that underlying business realities often drive these narratives rather than moral imperatives alone.