This article challenges the traditional view that strong engineers automatically become good managers. Instead, it suggests that management requires different skills and qualities than engineering, and that individuals should be able to move between these roles without being seen as promotions or demotions. New Relic's approach to engineering and management is described as having two tracks, one for individual contributors (engineers) and another for managers, with the ability to move across or through these tracks based on individual needs and goals. The article emphasizes the importance of understanding new success criteria when transitioning from an engineer to a manager, and highlights the value of learning from others in management roles. It also touches on the challenges of this approach, including breaking ingrained thinking habits, but ultimately argues that it can lead to more effective management and team leadership.