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UID:pretalx-devopsdays-austin-2026-LUAXC3@talks.devopsdays.org
DTSTART;TZID=CST:20260506T104000
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DESCRIPTION:As I have worked as a manager and managed engineering managers 
 (EM) in recent years\, I have continued to see an anti-pattern that makes 
 the role much harder: the excessive focus on managing individuals. And tha
 t is not surprising. A common industry perspective is that the EM's role i
 s to support engineers. Unblock them\, shield them from meetings\, let the
 m make technical decisions. That framing is helpful\, but it's also why so
  many EMs feel accountable for outcomes they can't quite control.\n\nThe r
 eality is that engineering leadership is not only about people management.
  It is about delivering results. And results come from actively building e
 ffective systems for your team. As an engineering manager\, you’re the m
 icro-CTO of your team: your role is to define those systems. You own how w
 ork gets defined\, how your process operates\, and how your people collabo
 rate. You're responsible for creating an environment where engineers can b
 e effective\, not just hoping they figure it out.\n\nThis talk will focus 
 on real stories. The story of an EM who had great feedback from his report
 s but led a team that was slowly failing\, and how it impacted the enginee
 rs they were trying to support. The story of another EM who worked extreme
 ly hard but managed a team that was constantly overwhelmed and burned out.
  And my story of struggling to stabilize a team in a highly competitive st
 artup environment. Most importantly\, it will demonstrate how all these si
 tuations improved when managers took control of their team’s systems.\n\
 nTo support these examples\, I'll introduce the three interconnected areas
  every engineering manager must understand: Product (what you're building)
 \, Engineering (how you're building it)\, and People (who's building it). 
 When these areas are misaligned\, like when product demands speed while en
 gineering processes demand more quality\, everything feels hard. When they
  work together\, your team becomes remarkably effective. By understanding 
 this perspective\, teams can be transformed by fixing misalignments rather
  than working harder.
DTSTAMP:20260410T031529Z
LOCATION:Inspiration A/B
SUMMARY:You Are the Micro-CTO: Managing Your Team to Effectiveness - Franci
 sco Trindade
URL:https://talks.devopsdays.org/devopsdays-austin-2026/talk/LUAXC3/
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