New advice for aspiring managers

The piece argues that the world has shifted dramatically for engineering managers: they can no longer rely on cheap capital to hire freely and must constantly prove their value. Managers are now expected to be directly involved in work, measuring output and showing how their teams deliver results in a capital-constrained environment.

Instead of chasing headcount growth, the focus is on expanding impact with existing people. New managers must stay hands-on, hybridizing execution with leadership, and accept that pure delegation is rare. Expectations for promotion have risen; the path to director or VP now demands demonstrable efficiency and sustained performance.

Efficiency is measured with data: DORA metrics, OKRs, and KPI dashboards become everyday tools. AI is treated as table stakes; managers must ensure engineers use AI, track its productivity gains, and coach the team on effective prompts. The ability to quantify AI's impact separates high-performing leaders from underperformers.

The article concludes with a candid warning: aspiring managers should be comfortable with scrappy, performance-driven work, and accept that headcount will be scrutinized. If you thrive on rapid prototyping, rigorous metrics, and embedding AI, the current climate offers a unique chance to make a tangible impact.