Managing engineers more experienced than you

Managing engineers who have more industry experience than you starts with accepting that you don't have to be the most technical person in the room. Your role shifts from proving expertise to creating the conditions where senior talent can thrive. By framing problems, breaking down projects, and handling stakeholder communication, you add value that technical depth alone can't provide.

The article warns against the trap of trying to match every stack and instead suggests leaning into the team's knowledge. Identify the gaps senior engineers still have-such as mentoring, giving feedback, or handling incidents-and fill them with coaching, courses, or mentors. Set clear expectations early, like documenting major decisions, and establish when and how you'll intervene. Periodic check-ins keep you aligned without micromanaging, and being present during critical moments, like disaster recovery calls, builds trust.

Feedback is another pillar: senior engineers need the same performance signals as juniors. Spot occasional shortcomings, frame feedback around broader impact, and balance criticism with praise that reinforces desired behaviors. By treating experienced engineers as partners rather than competitors, you raise team performance, improve decision-making, and amplify overall impact.