As engineering managers, one critical responsibility is delivering high-quality features on time and supporting team members' professional growth and development. Senior engineers play a key role in both responsibilities, but most managers assign them to lead all critical features. The author suggests "turning the senior engineer around" by promoting non-senior engineers to lead features while providing constant feedback from senior engineers to help them grow. This approach has several advantages, including dynamic team hierarchy, maximal growth rate, and long-term team building. However, there is a short-term risk of relying on non-senior members to lead critical features, which requires trust in the team and effective empowerment by the team lead.