We are a combination of managed/professional services + platform development and this is exactly how our hierarchy has evolved. We have account managers that d

We are a combination of managed/professional services + platform development and this is exactly how our hierarchy has evolved. We have account managers that drive a lot of timelines but we don't want account managers to actually be the boss of the engineers. We had everyone "reporting" to the CTO for awhile but recently broke things up into teams. I've got a number of people who report to me but their work is not always driven by me. In the same way, I report to the CTO but it's very rare for him to give me something to do outside of maybe a high level priority. It's much more common for me to do work directly with our CEO. Information is shared freely around the company, hiring decisions are made relatively democratically, we hand out tasks to people who have skills, expertise, time and the desire to do them, not giving cushy work to people who play the politics game. At first I felt like I should be doing more as a manager, like I should be managing more, but there's really not a lot for me to do. I help out my team when they need it but we hire good people so everyone seems to enjoy working autonomously and being self-driven. > With peer management, accountability isn’t to a boss or supervisor, it’s to each other, your team, your company, your customers, and yourself. I'm frequently working for six different account managers, plus my own initiatives, plus something for the CEO. The person who knows the least about what I'm working on is probably my boss and it works out well that way.