Common problems managing senior engineers

Senior engineers often appear self-sufficient, but they hit blind spots that slow teams. The author, after managing dozens of engineers, outlines four recurring archetypes and explains why each needs intentional management rather than hands-off freedom. Recognizing these patterns lets you intervene before small issues become costly delays.

One archetype dives into complex solutions before validating customer value. The story of a three-month Redis service migration illustrates how unchecked scope can erode ROI. By asking for the simplest viable product, imposing artificial constraints, and requiring decision records, you pull engineers back to outcomes that matter.

Another type jumps straight to implementation, skipping design docs. A spike on a Splunk dashboard showed progress was hidden in code rather than documentation. Insisting on lightweight design artifacts and encouraging pattern matching helps them surface assumptions early and keep work visible.

A third engineer freezes when faced with ambiguous problems, preferring certainty over exploration. Coaching them to ask clarifying questions, define metrics, and invert failure scenarios turns vague goals into actionable steps. Finally, the solo-working senior resists delegation, believing it slows delivery. Breaking work into parallel streams and building trust through paired programming unlocks their capacity to scale impact across the team.

The piece argues that senior engineers aren't broken; their strengths create blind spots. By naming the patterns, setting clear expectations, and providing structured coaching, you elevate both the individual and the whole team.