Management Levels
Three management layers with responsibilities and expectations
The framework defines three distinct management layers, each with specific responsibilities, time horizons, and skill requirements. Understanding these layers helps you navigate the management track and prepare for transitions.
Management is a craft that requires different skills at each level. Success as a Front-line Manager does not automatically translate to success as a Middle or Top Manager—each transition requires significant learning and adaptation.
Three Management Layers
Front-line Manager
Engineering Manager
Team Lead
Manager
Scope: Single team (5-10 people)
Time Horizon: Weeks to quarters
Team Size: 5-10 direct reports
Responsibilities
- Direct people management (1-on-1s, performance reviews, coaching)
- Team execution and delivery (sprint planning, standups, retrospectives)
- Tactical planning (quarterly roadmaps, resource allocation)
- Hiring and onboarding for team
- Career development and growth plans for direct reports
- Day-to-day problem-solving and unblocking
Key Skills
1-on-1 coaching and feedback
Performance management
Project management
Technical oversight
Conflict resolution
Hiring and interviewing
Common Challenges
- Balancing hands-on technical work with management duties
- Transitioning from peer to manager
- Learning to delegate effectively
- Managing time across many 1-on-1s and meetings
Middle Manager
Senior Engineering Manager
Director of Engineering
Head of Engineering
Scope: Multiple teams (20-50 people)
Time Horizon: Quarters to years
Team Size: 3-6 teams, 20-50 people total
Responsibilities
- Multi-team coordination and alignment
- Resource allocation across teams
- Strategic execution (annual planning, OKRs)
- Manager development (coaching other managers)
- Cross-functional partnership (Product, Design, Data)
- Organizational process improvement
- Hiring strategy and team scaling
Key Skills
Strategic thinking
Manager coaching
Organizational design
Stakeholder management
Budget and resource planning
Process design
Common Challenges
- Letting go of day-to-day execution
- Influencing through managers, not directly
- Balancing competing priorities across teams
- Managing up and across the organization
Top Manager
VP of Engineering
SVP Engineering
CTO
Chief Technology Officer
Scope: Organization or major division (50-500+ people)
Time Horizon: Years to decades
Team Size: 5-10 Directors/Senior Managers, 50-500+ people total
Responsibilities
- Organizational direction and vision
- Executive leadership and company strategy
- Technology and product roadmap at scale
- Culture and values definition
- Budget and P&L ownership
- External representation (board, investors, press)
- Leadership team development
Key Skills
Vision setting
Executive communication
Organizational transformation
Financial management
Board and investor relations
Talent strategy
Common Challenges
- Operating with high ambiguity and complexity
- Balancing innovation with execution
- Managing at multiple levels of abstraction
- Navigating politics and organizational dynamics
Quick Comparison
| Aspect | Front-line Manager | Middle Manager | Top Manager |
|---|---|---|---|
| Focus | Operational execution | Tactical coordination | Strategic vision |
| Primary Activity | 1-on-1s, team meetings | Manager coaching, planning | Executive meetings, vision |
| Decision Authority | Team-level | Department-level | Organization-level |
| Typical Transition | Senior IC → EM (2-5 years IC exp) | EM → Director (2-4 years EM exp) | Director → VP (3-7 years Director exp) |
Navigating Management Transitions
Each management layer transition requires letting go of what made you successful at the previous level and developing new muscles. Here are common transition challenges:
IC → Front-line Manager
- Let go of being the best individual contributor
- Learn to get work done through others
- Develop patience for mentoring and coaching
- Accept that you'll ship less code (or equivalent IC work)
Front-line → Middle Manager
- Stop managing people directly for most of your time
- Learn to coach other managers
- Think in systems and processes, not individual tasks
- Develop strategic planning and multi-team coordination skills
Middle → Top Manager
- Shift from execution to vision and culture
- Operate at high levels of ambiguity
- Master executive communication and presence
- Balance competing stakeholder interests (board, investors, employees)
Considering a transition to management? Read Developing Leaders for readiness assessment and decision frameworks.