Sometimes Your Job is to Stay the Hell Out of the Way - Rands in Repose

Managers don't need to invent titles or programs for the engineers who already excel. The core job is to build a safe, distraction-light, drama-free environment where builders can focus on the work that matters. When you stop talking about "10x engineers" at all-hands and simply protect the conditions that let them do their best, the results speak for themselves.

Two attempts to formalize a "Wolf" role failed spectacularly. In one case existing high performers were pulled into management and left the company; in another, a fabricated title produced fake Wolves who earned privilege without the underlying impact, upsetting the rest of the team. The lesson is clear: forcing a label destroys the very performance you're trying to nurture.

A more successful story comes from an engineer named Richard who quietly built a testing framework he believed was critical. The manager's only response was a brief, supportive comment and no pressure to re-prioritize his feature work. When the framework was demonstrated, peers instantly helped improve it, and the effort became a cornerstone of the testing strategy. The manager's hands-off stance let the work succeed on its own merit.

The broader point is that process, while necessary at scale, can unintentionally crush innovation. A good manager knows when to step back, recognize valuable work, and let it amplify through the organization. The real job is to notice the Wolf, protect the environment, and let the engineer's contribution drive future impact.