A framework for evaluating engineering managers across two key pillars: technical familiarity and ability to grow people. The core idea is that these two scores must add up to 100, with a minimum floor on the people-growth side. Six manager archetypes are described based on different combinations — from the standard EM and infra-focused manager to the dangerous low-scorer on both axes and the rare unicorn who excels at both. The framing is aimed at ICs to help them understand and work effectively with different management styles, including knowing when to transfer away from a bad manager.
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