A story-driven guide for engineering managers on how to build genuine influence within a team. Using a cautionary tale of a manager who failed by doing IC work and giving pep talks instead of driving real change, the post outlines practical tactics: modeling expected behavior, finding allies on the team, celebrating small wins, and avoiding common pitfalls like being a 'router manager' or being inconsistent. The core thesis is that all management is change management, and influence comes from enabling meaningful progress together rather than performing leadership.
Table of contents
Building influence through positive changeThe good: how to build influence one step at a timeThe badThe uglyAll management is change managementSort: