Spice outlines a four-quadrant framework for engineering managers and shows how to build or buy EM talent, create reversible career moves, and measure success, giving leaders a practical roadmap for scaling management roles.
Engineering leaders need a clear map for moving engineers into manager roles without losing talent. Spice proposes a four-quadrant model-people, culture, delivery, technology-that defines what an EM should own and how the role evolves. By separating people-only, people/delivery, and technical EM profiles, she shows where experience is gained for senior leadership.
The article dives into concrete hiring and promotion tactics. It recommends a reversible path: shadowing pilots, six-month probation, and guaranteed return to an IC track with equal pay if the role isn't a fit. Spice also details green-flag signals that indicate a developer is ready for management, such as proactive feedback, ceremony leadership, and cross-team relationships. For external hires, she suggests a multi-stage interview covering all four quadrants and role-play scenarios to de-risk the buy decision.
Success is measured with leading indicators-psychological safety, team health checks, and delivery metrics like velocity and release quality-alongside traditional lagging metrics. By applying these practices, organizations can scale EM capacity, improve retention, and build a pipeline of future CTOs.
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