on Managing Technical Teams

Fournier says good management is a hard, technical discipline that helps teams work effectively. Small startups may coordinate informally, but as teams grow, they need structure and management to coordinate people who no longer work closely together every day.

New managers should establish routines such as regular one-on-ones, which Fournier recommends holding weekly or every two weeks. She also advises bringing the team together to discuss projects and build shared identity, so people can coordinate, review code, design together, and support one another.

When a team is behind, Fournier cautions new managers against taking tickets and coding their way out of trouble. They should investigate planning problems and remove blockers, such as working with Product to reduce scope. Managers should also address interpersonal conflicts early and get specific about performance expectations when needed.

Fournier says the slower feedback of management can make former engineers feel unproductive, so they should give themselves time to build skill and reassess after six months or a year. Managers of small teams can remain somewhat hands-on, but engineering careers should not require people to manage others in order to advance.

Fournier stays technically credible by reading design documents, attending system presentations, and talking with senior engineers so she can ask informed questions. She describes leadership as the ability to make people want to follow, often by clarifying ambiguity, explaining decisions, and treating people in ways that build trust.