New managers often feel unproductive because their feedback loop is longer and invisible compared to developers, who see immediate results from code changes.
The article points out that fresh engineering managers routinely complain they "couldn't get any work done" in their first weeks. The root cause is a mismatch between the developer's rapid, tangible feedback loop and the manager's subtle, long-term one. When a developer pushes a commit, the tests turn green, the build succeeds, a PR gets merged, and the impact is immediately visible. Those concrete milestones give a clear sense of progress.
In contrast, a manager spends time in meetings, coaching, and planning initiatives that may not produce a visible artifact for months. Success shows up as a team member becoming more productive, a technical decision proving its worth years later, or lower turnover and happier customers. The feedback is indirect, measured in people's growth, stability, and sustained performance rather than code diffs.
Understanding this difference is critical because it prevents new managers from spiraling into stress or self-doubt. Recognizing that their impact is measured on a longer horizon lets them set appropriate goals, track health metrics like team morale and delivery predictability, and celebrate wins that aren't tied to a single commit.
The piece advises managers to shift focus from personal output to team outcomes: watch for faster skill development, consistent delivery, low overtime, and steady client satisfaction. By internalizing the manager feedback loop, leaders can avoid burnout, maintain confidence, and guide their teams more effectively.
Check out the full stdlib collection for more frameworks, templates, and guides to accelerate your technical leadership journey.