Micromanagement is one of the most damaging patterns in engineering leadership, yet it often goes unnoticed until morale, productivity, and innovation have already been compromised. In this episode, Slava and Adam examine how micromanagement undermines trust and autonomy in engineering teams, creating bottlenecks and stifling collaboration. Rather than empowering engineers to take ownership, micromanagers overload themselves with tasks that should be delegated, leaving little room for strategic direction or team development.

The discussion explores the roots of micromanagement, including a lack of delegation skills, fear of failure in front of one’s own boss, and the absence of trust that often comes from failing to build relationships through 1:1s. These drivers lead to reduced creativity, slower decision-making, and higher attrition, particularly among high-performing engineers who seek environments that encourage autonomy. Micromanagement also creates a paradox: while it appears to be over-management, it is in fact a form of under-management, as leaders become too burdened to provide guidance, mentorship, or long-term vision.

Slava and Adam also address the broader organizational impact. Companies that tolerate micromanagement risk weakened culture, retention issues, and diminished innovation. Solutions include leadership coaching, support for managers transitioning away from micromanagement, or in some cases moving them into individual contributor roles where they can add value without harming team dynamics. For engineering managers working under a micromanaging boss, practical strategies such as shielding the team, focusing on positives in communication, and maintaining professional compliance can help reduce the negative effects.

Our guest, Ani Mishra – engineering manager at DoorDash – unpacks what it really means to drive cross-functional collaboration as an engineering manager. Ani’s core message: shipping products isn’t just about writing code, it’s about orchestrating diverse disciplines—product, design, data science, operations, and business strategy—so that together they deliver real customer and business value.

Ani frames the engineering manager’s role as a conductor of an orchestra: engineers, PMs, designers, and analysts each play their part, but the EM coordinates, empowers, and ensures harmony. Beyond predictability and productivity, EMs must remove engineering bottlenecks, expand experimentation capacity, and balance feature delivery with tech debt and internal tools.

When conflicts arise, Ani emphasizes prioritization—customer first, business second, team and partners third, and self last. He stresses that change requests should be seen as learning opportunities, with proactive communication as the key to managing shifting priorities. Escalation, too, is reframed: not as failure, but as a professional tool, especially when done jointly with product partners to present transparent trade-offs.

Looking ahead, Ani sees AI transforming collaboration. As non-engineering partners gain the ability to prototype and experiment independently, EMs will shift toward building enabling platforms, treating PMs, designers, and analysts as their direct customers.

Ani closes with a practical checklist for managers: hold regular one-on-ones with cross-functional partners, maintain a single prioritized roadmap, translate tech debt into customer and business terms, run plan reviews with all stakeholders, and invest in informal relationship-building. His takeaway: trust and alignment across functions are the true force multipliers for engineering managers who want to lead beyond their team.

In this episode, Manju Abraham – veteran engineering leader at NetApp, Delphix, and HPE – shares hard-earned lessons on driving real change in engineering organizations. Manju reminds us that 70% of change efforts fail not because of poor plans, but because people never truly buy in. Manju’s core message: change doesn’t start with strategy, it starts with belief.

Manju emphasizes creating trust and emotional safety so teams feel heard and included. Manju blends proven frameworks like Kotter’s 8 steps, ADKAR, SMART goals, and tactical empathy into a simple playbook: co-create the vision, activate the majority, empower champions, and track progress visibly. Above all, Manju stresses consistency — showing up, role modeling, and reinforcing behaviors so change becomes culture.

Manju’s closing challenge: don’t ask if your team knows the plan, ask if they can repeat the vision without a slide deck. Real transformation comes not through pressure, but through trust, clarity, and shared ownership. Lead like a gardener, not a general – nurturing belief so your teams deliver lasting change with conviction.

We hope you enjoyed this episode. We believe better managers will build a better world. Please share this episode with your colleagues and friends if you like it.

You are welcome to read Manju’s guidance on the driving lasting change in engineering organizations as a web article.