Completely agree with these points. It's absolutely unreasonable and unrealistic to be an engineering manager and a technical lead. Management is a full-time j

Completely agree with these points. It's absolutely unreasonable and unrealistic to be an engineering manager and a technical lead. Management is a full-time job consumed mostly by minutia and bureaucracy (mandatory meetings and paperwork) so that the team doesn't have to deal with it. I'd add: 6. Defend the team, especially pushback unreasonable, untenable changes from on high. 7. Peter principle: title doesn't assure greater competency. Don't micromanage experts. Seek their knowledge, opinions, be curious, and ask questions. 8. Go-giver and mentor. Always help staff grow their careers, confidence, and capabilities, wherever that takes them. 9. Be helpful to the team and its individuals without being annoying. Replace that crap printer that wastes everyone's time. Fix that door that maintenance ignores. Whatever it takes. Go above and beyond, especially when it's crunch time.