Engineering Manager at Every Stage: How a Team-Level Leader Evolves from Tech-Savvy Doer to Culture-Multiplying Force
“It’s not about sprint points. It’s about people, delivery, and trying not to break both.”
Introduction
Happy 4th of July 🇺🇸!
The Engineering Manager (EM) role sits at the busy intersection of execution, people, and process. If the CTO sets the direction (read their breakdown here) and the VP of Engineering designs the org (full breakdown here), the EM makes sure the engine runs smoothly without blowing a gasket.
In my previous article on engineering org charts, I outlined how EMs plug into company structure as you grow. This post zooms in on what the role looks like as a company scales — from scrappy team startup to a 100+ person engineering org with layers, rituals, and career ladders.
Let’s break down the EM role at every stage: 3, 10, 25, and 100 engineers.
👶 Phase 1: Team of 3 Engineers
Does this role make sense?
Nope. At this scale, everyone is an engineer. A formal EM adds overhead with minimal return. You’re better off with a tech lead or founder wearing multiple hats.
The Vibe
Imagine trying to do a 1:1 with two people sitting next to you in a WeWork. No real point.
Responsibilities
- Shouldn’t exist formally — focus should be on building and shipping
Hats to Avoid ❌
- Process Overlord: Just keep communication async and tight.
- Performance Reviewer: You don’t need career ladders yet.
Who should handle this?
- Founders/CTO: should do ad hoc coaching and unblock work.
- Tech lead: naturally guides technical decisions.
Success at This Stage
- Clear communication between 2–3 devs
- Product being built, fast
Pitfalls
- Trying to formalize too early
- Wasting time on rituals when velocity matters most
⚙️ Phase 2: Team of 10 Engineers
Does this role make sense?
Yes — either formally or functionally. Someone needs to unblock people, run check-ins, and maintain process hygiene. This might still be a player/coach tech lead wearing the EM hat.
The Vibe
Half tech lead, half people wrangler. Still close to the code, but writing less of it.
Responsibilities
- Run standups, retros, and planning meetings
- Hold regular 1:1s and give feedback
- Partner with PM for delivery coordination
- Support hiring, onboarding, and team morale
Hats to Wear ✅
- People Coach: Help ICs grow and stay motivated
- Process Facilitator: Keep things moving without micromanaging
- Delivery Partner: Own team throughput alongside PM
Hats to Avoid ❌
- Dictator of Process: Avoid cargo-cult agile
- Architect-in-Chief: Step back so others can step up
Who Should Handle What?
- Technical decisions: Share with senior ICs
- Career ladder design: Leave to VPE
Success at This Stage
- A cohesive, happy team that ships
- Low attrition
- Consistent delivery rhythm
Pitfalls
- Over-functioning: trying to be PM, TL, and EM
- Neglecting feedback loops
🧱 Phase 3: Team of 25 Engineers
Does this role make sense?
Absolutely — multiple EMs are now needed. Teams are more independent, but need people-focused leaders to scale.
The Vibe
You’re probably managing 5–8 people. You’ve stopped coding and started facilitating others' success full-time.
Responsibilities
- Performance reviews, leveling input
- Delegating more — growing leads
- Cross-team coordination with other EMs
- Mentoring newer engineers and EMs
Hats to Wear ✅
- Team Builder: Hiring, onboarding, and coaching
- Culture Sustainer: Keep norms healthy as team grows
- Bridge: Between ICs and leadership layers
Hats to Avoid ❌
- Solo Problem Solver: Don’t jump in to fix everything yourself
- Shadow PM: Avoid micromanaging product work
Who Should Handle What?
- Execution frameworks: led by VPE
- Technical vision: led by TLs or Staff+ Engineers
Success at This Stage
- A self-directed team that delivers high-quality work
- Engineers getting promoted, not quitting
- You spend time on strategy, not fire drills
Pitfalls
- Spending too much time in the weeds
- Becoming a delivery dashboard instead of a coach
🧠 Phase 4: Team of 100 Engineers
Does this role make sense?
Essential. At this size, EMs become the glue of the org. They translate strategy into team health and outcomes.
The Vibe
You’re managing managers or staff engineers. You help your team find purpose and stay aligned amidst growing complexity.
Responsibilities
- Manage leads or high-leverage ICs
- Own morale and performance health
- Collaborate across departments
- Run calibrations, promotions, compensation reviews
Hats to Wear ✅
- Retention Radar: Spot morale dips early
- Org Translator: Make exec-speak make sense to ICs
- Lead Multiplier: Build future managers
Hats to Avoid ❌
- Execution Taskmaster: Don’t just chase tickets
- Tech Gatekeeper: Encourage ownership from your team
Who Should Handle What?
- Org design: VPE + HR
- Tech direction: Staff+ engineers and CTO
Success at This Stage
- Healthy, high-performing teams
- Confident leadership pipeline
- Low drama, high trust
Pitfalls
- Neglecting your own growth
- Burning out from context-switching
📊 Summary Table
| Phase | Team Size | Should Exist? | Hats to Wear | Hats to Avoid | Success Looks Like |
|---|
| 1 | 3 | No | N/A | All | CTO/lead drives team |
| 2 | 10 | Yes (lightly) | Coach, Facilitator, Partner | Dictator, Architect | Team delivers and grows |
| 3 | 25 | Yes | Builder, Sustainer, Bridge | Solo Fixer, Shadow PM | Teams are healthy and scaling |
| 4 | 100 | Critical | Translator, Multiplier | Gatekeeper, Taskmaster | Trust, growth, performance across org |
🧩 Advice for Aspiring Engineering Managers
- Don’t try to do everything. Delegate, coach, and trust.
- Feedback is your superpower — give it early and often.
- Make space for technical voices even if you’ve stepped back from code.
- You’re not responsible for velocity — you're responsible for the people who create it.
- Growth means letting go.
Great EMs don’t just unblock work — they unlock people.
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