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Discover the power of becoming an “invisible” engineering manager – one whose team thrives independently, enabling you to step back from the weeds and focus on high-leverage work that drives growth for everyone.
In many engineering leadership roles, visibility is often mistaken for value. Managers are expected to be involved in everything: decisions, delivery, communication. But what if true impact comes from building teams that don’t need constant oversight?
In this talk, Chris Class explores the counterintuitive, high-trust approach of being an “invisible” engineering manager – someone who enables self-sufficient teams through systems, culture, and clarity rather than control. Instead of acting as the single point of decision-making, this leadership style focuses on becoming a multiplier: creating the space for teams to thrive while focusing on the bigger picture.
Drawing from real-world experience transitioning from hands-on involvement to sustainable autonomy, Chris shares how engineers can be empowered to lead initiatives, solve problems, and make decisions independently. The session will cover how to establish shared context, build psychological safety, and foster decision-making confidence.
It will also explore how this shift creates space for managers to grow and contribute more broadly across the organization. Ideal for leaders looking to scale their impact without becoming a bottleneck, this talk makes the case that the most effective leaders aren’t always front and center.
Key takeaways
Frameworks to help your team make decisions confidently without you
How to create the conditions for team autonomy without stepping away entirely
Techniques for reducing team dependency while increasing alignment and trust
The hidden cost of being too hands-on, and how to break the cycle
Why letting go is essential for your team’s growth – and your own
