Google has eliminated 35% of managers overseeing small teams in past year

This was called the TLM role at google. Technical Lead/Manager. You were expected to code and manage a couple of more junior engineers.

It’s part of an effort to have dedicated managers and dedicated engineers instead of hybrid roles.

This is being sold as an efficiency win for the sake of the stock price but it’s really just moved a few people around with the TLMs now 100% focused on programming.

It sounds to me like Google is moving to a more typical "technical lead" model where leads have substantial authority and some mentorship responsibilities, but they're essentially an IC and someone else up the chain actually handles proper management. Informally, tech leads can gently chew out less senior devs, but if someone actually needs to be disciplined then the lead needs to talk to the manager.

TLM is an odd role. I understand big tech companies have their own culture but it does seem like a poor management strategy regardless of efficiency.

The original ethos was that you didn't want the company ran by MBAs, so you wanted to build your management team by tapping into talented engineers.

Of course, this can backfire in many ways. You end up wasting engineering talent, and as the organization grows, managers spend more time on paper-pushing than on creative work. And there's no shortage of engineers who are just bad at reading, talking to, and managing people.

But the huge perk of management is leverage. If you're technically competent and credible, and want something to happen, your team will see it your way. If you're a random "ideas guy" in an IC role, that's not a given.

> But the huge perk of management is leverage. If you're technically competent and credible, and want something to happen, your team will see it your way. If you're a random "ideas guy" in an IC role, that's not a given.

There are three levers of power in an organization - relationship, expertise and role. Role power is by far the least effective. If you can’t get team buy in for your ideas or they believe you’re an idiot, you won’t get anything done.

A high level trusted IC who builds relationships inside and outside of the team and who is strong technically can work miracles.

At my current 700 person company, I’m pushing through a major initiative that management up to the CTO was at first skeptical about because I convinced them of my vision and I built relationships to get buy in.

I’m a staff engineer.

Even at BigTech I saw L6s and L7s ICs push through major initiatives the same way.