Managers Path

---
name: managers-path
description: Camille Fournier's engineering management career ladder framework mapping six levels from mentor to CTO
---

# The Manager's Path

## Overview

The Manager's Path, written by Camille Fournier (tech lead turned CTO at Rent the Runway), is a career ladder framework mapping the six levels of engineering management progression. The critical insight: each level requires fundamentally different skills, and excelling at one level doesn't automatically prepare you for the next. The progression - Mentor, Tech Lead, Engineering Manager, Engineering Director, VP/CTO - represents increasingly distinct roles with different time horizons, scope, and technical vs. people balance. Fournier's breakthrough is providing a practical reference manual for each level: concrete expectations, common failure modes, and specific skills to develop. Unlike generic management books, this addresses the unique challenges of managing technical teams where the manager often has less domain expertise than their reports.

## When to Use

- Deciding whether to pursue management track vs. staying on IC (Individual Contributor) path
- Understanding expectations at your current management level to evaluate performance
- Preparing for transition to next management level
- Designing career ladder and promotion criteria for engineering organization
- Writing job descriptions or performance reviews for engineering managers
- Diagnosing why someone is struggling in their management role (may be wrong level)
- Onboarding new managers with realistic expectations for their role

## The Process

### Step 1: Level 1 - Mentor (Informal Management)

Serve as mentor to junior team member (intern, new hire, junior engineer) without formal management title. Focus on onboarding, code reviews, answering questions, and providing guidance. Learn to explain technical concepts, give feedback on code, and help someone else succeed. Time commitment: ~20% alongside IC work. **Example:** Senior engineer mentors bootcamp grad, reviews their PRs daily, pairs on debugging, explains architectural decisions, gives feedback on code quality.

### Step 2: Level 2 - Tech Lead (Technical + Project Management)

Continue writing code (50%+ time) while also representing team to management, leading project planning, breaking down work, unblocking teammates, and making technical decisions. Balance IC work with leadership responsibilities. Learn project management, delegation, technical decision-making under uncertainty, and communication with stakeholders. **Example:** Tech lead architects new feature, writes core components, delegates peripheral work, runs sprint planning, reports progress to PM and manager, resolves cross-team dependencies.

### Step 3: Level 3 - Engineering Manager (First Official Management Role)

Stop writing production code regularly. Manage 3-8 direct reports through 1-on-1s, performance reviews, hiring, career development, and team health. Learn to delegate technical decisions while staying technically credible. Shift from "doing the work" to "enabling others to do the work." Focus on people problems: team dynamics, performance issues, retention, growth. Time horizon: weeks to quarters. **Example:** EM runs weekly 1-on-1s with 6 engineers, handles underperformer's PIP, recruits for 2 open roles, advocates for team's project priority, removes organizational blockers.

### Step 4: Level 4 - Engineering Director (Managing Managers)

Manage 3-5 engineering managers (30-50 engineers total). Focus shifts from day-to-day execution to longer-term strategy, organizational design, cross-team coordination, and manager coaching. Stop knowing every implementation detail. Learn to influence through managers, not direct reports. Develop managers into leaders. Time horizon: quarters to year. **Example:** Director sets technical strategy across 4 teams, coaches struggling EM through team restructure, owns quarterly planning for entire engineering group, represents engineering in exec meetings.

### Step 5: Level 5 - VP Engineering / CTO (Executive Leadership)

Lead entire engineering organization (100+ engineers). Set technical vision and strategy. Own culture, hiring strategy, organizational structure, and engineering processes. Partner with CEO/executives on business strategy. Balance technical credibility with business acumen. Represent engineering externally (recruiting, customers, board). Time horizon: multi-year. **Example:** CTO defines build-vs-buy philosophy, sets architecture standards, rebuilds engineering culture after acquisition, presents technical roadmap to board, recruits VP-level leaders.

### Step 6: Understand IC vs. Management Tradeoffs

Recognize management is a career change, not a promotion. IC path and management path are parallel tracks with different skills and rewards. Management: less coding, more people problems, higher impact through leverage, more politics, broader but shallower technical knowledge. IC: deeper technical expertise, solving hard technical problems, less people management, narrower scope. **Example:** Staff Engineer (IC) designs critical infrastructure, writes technical specs, mentors broadly. Engineering Manager focuses on team performance, hiring, career development, cross-functional coordination.

### Step 7: Develop Level-Appropriate Skills

At each level, prioritize skills specific to that role. Early levels: 1-on-1s, feedback, delegation, project management. Middle levels: manager coaching, org design, strategic planning, executive communication. Late levels: vision-setting, culture-building, business strategy, external representation. Avoid trying to do previous level's work - that's a sign you're not operating at current level. **Example:** New EM who keeps writing production code instead of developing team is operating at Tech Lead level. Director who's in implementation details instead of coaching managers is operating at EM level.

## Example

**Fournier's Own Path:**
Started as engineer, became Tech Lead (50% coding, 50% project leadership). Struggled initially because continued trying to write all critical code instead of delegating. Became Engineering Manager - had to stop coding to make time for 1-on-1s, hiring, performance management. Found delegation painful but necessary. Promoted to Director - managed 3 managers, had to learn hands-off approach trusting managers to handle day-to-day issues. Eventually CTO - focused on technical vision, organizational structure, executive communication. Each transition required letting go of previous level's work and developing new skills. The hardest part: accepting that being good at one level doesn't mean you'll be good at the next without learning new capabilities.

## Anti-Patterns

**Doing previous level's work:** Engineering Manager still writing production code instead of developing team. Director diving into implementation details instead of coaching managers. **Fix:** Ruthlessly delegate previous level's responsibilities. If you're coding/reviewing PRs daily as EM, you're not doing your actual job.

**Promotion without skill development:** Promoting best engineer to manager without management training. Promoting best manager to director without strategic thinking development. **Fix:** Prepare for next level BEFORE promotion. Shadow, seek mentorship, develop new skills while still at current level.

**One-size-fits-all management:** Applying same management style to all levels. What works for managing ICs (detailed check-ins, code reviews) doesn't work for managing managers (needs autonomy, strategic coaching). **Fix:** Adapt approach to level you're managing.

**Skipping levels:** Individual contributor jumping straight to Director role without EM experience. Missing foundational skills in people management, hiring, performance reviews. **Fix:** Respect the ladder. Each level teaches critical skills needed for next level.

**Unclear career ladder:** Organization without defined expectations per level, leading to unclear promotion criteria and mismatched expectations. **Fix:** Document career ladder with specific responsibilities, skills, and scope per level. Use for hiring, performance reviews, promotions.

## Related Frameworks

**High Output Management (Andy Grove):** Management fundamentals - 1-on-1s, meetings, decision-making. Manager's Path provides the career progression framework; Grove provides the management mechanics.

**The Making of a Manager (Julie Zhuo):** Complements Manager's Path with first-time manager perspective. Zhuo focuses on mindset and purpose; Fournier provides the career roadmap.

**Staff Engineer (Will Larson):** IC career path equivalent. Where Manager's Path maps management progression, Staff Engineer maps IC progression (Senior → Staff → Principal → Distinguished).

**Radical Candor (Kim Scott):** Feedback and communication framework essential for all management levels. Manager's Path defines the role; Radical Candor provides communication tools.

**Team Topologies (Skelton & Pais):** Organizational design patterns for tech teams. Complements Manager's Path at Director/VP levels where org design becomes critical responsibility.