>The people that are tech leads already do much of what is in these meetings. Whether it's team/product alignment or the one on one's, I don't see much happenin

>The people that are tech leads already do much of what is in these meetings. Whether it's team/product alignment or the one on one's, I don't see much happening here that isn't already covered by a leader on the team. The curious thing is that, often, the tech lead isn't working side by side with a manager -- they work for that manager. This is exactly right! A "Tech Lead" (i don't care about the label as much as the person's responsibilities) IS a "Manager" in any "Tech Company". In a "Tech Company" there should be as few levels as possible between an Engineer doing the work and the CTO/CEO. The CTO/CEO should always have a "Open Door Policy" in actual spirit and deeds. This in turn implies that they are knowledgeable in Business/Technological/Communications domain (in other words; "earning their pay"). This is the only way to ensure that crucial information is not lost as it is compressed and sent up the hierarchy and the company/business objectives are very clear as it is sent down the hierarchy. In my entire career i have had only two Managers (that i can recall) who i had judged competent and respected. All the others were mere "paper pushers" who i had just tolerated/managed to get my work done. It just doesn't have to be this way if people realized that the need for "Standardized" Models of Management (ala Peter Drucker) does not exist for most "Tech Companies" below a certain size and where it is needed, has to be tailored to the Domain i.e. no "Cookie-Cutter" Management Techniques.