Overview

It has never been about giving you more duties in this book. It's about admitting what your job is. Engineers often mistake engineering leadership for operational stewardship, which includes providing features, getting rid of roadblocks, and keeping quality high. Those are real purposes, but they're not the activities. Actually, the real job is to make sure that engineering work leads to growth on the product. User results come from that technical work. If teams don't understand the ""why,"" it's not because it's cool to say ""we care about impact,"" but because engineering becomes disconnected machinery without the ""why."" We've questioned a number of common beliefs in this book, such as the idea that speed is a good indicator of value, that ownership is a personal trait, and that making a product is someone else's job. We no longer see engineering leadership as a wall between engineering and the rest of the business. Instead, we see it as the thing that connects problem-solving, measurable impact, and understanding the problem. Nothing about this is vague. You know what it looks like in real life: engineers who think like product owners; teams that judge success by results instead of effort; and leaders who use systems instead of control to increase their power. This isn't just theory. Engineers don't just build what they're told, they decide what gets made. It's a different operating system. One thing you should remember from this book is that engineers are not trained to think about products. It is necessary to be a star in engineering. There's no need for you to hurry things along. You are there to make sure that the process brings something useful to the table. So don't just change how your team works. Change what they believe they're accountable for. Because great tech leaders do more than just make software, in the end. They change what software can do for the company, the user, and each worker they are in charge of.

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