Stop Firefighting: How New Tech Managers Create Space to Lead
“I’m just firefighting all day.”
If you’re an HR leader or a Head of Engineering, this phrase should be a major red flag. It’s the classic sign of a new manager who is “struggling to lead people”.
When a manager is constantly firefighting, they are not managing. They are just the most expensive problem-solver on the team.
This behavior creates a cascade of negative outcomes:
- Delivery Bottlenecks: The manager becomes the bottleneck. Every decision, code review, and approval has to go through them.
- Team Disengagement: The team can’t grow. They feel micromanaged, disempowered, and their own development stalls.
- Manager Burnout: The manager is working harder than ever but making less impact. This is a fast track to high stress, burnout, and attrition.
This Movember, as we focus on wellbeing, we must recognise that this firefighting-and-burnout cycle is not sustainable.
The problem isn’t that there are too many fires. The problem is a lack of leadership space.
The “Senior IC” Trap
Most new tech managers are promoted because they were excellent Individual Contributors (ICs). They were the best firefighter.
But the skills that made them a great IC are the exact opposite of the skills they need to be a great manager.
| Senior IC Mindset (The Trap) | Manager Mindset (The Goal) |
|---|---|
| “I add value by doing the work.” | “I add value by multiplying the work of others.” |
| “It’s faster if I just do it myself.” | “It’s better if I coach someone else to do it.” |
| “My job is to have all the answers.” | “My job is to ask the right questions.” |
| “I must protect my team from chaos.” | “I must equip my team to handle ambiguity.” |
Managers who are “firefighting” are still stuck in the Senior IC mindset. They haven’t been given the tools or, more importantly, the permission to make the shift.
How to Create Space: Delegate with Frameworks
To stop firefighting, managers must learn to delegate. But for a new manager, “delegating” feels like “losing control.”
This is why they need structured coaching frameworks. A framework like GROW transforms delegation from a fearful “tossing” of a task to a structured “coaching” conversation.
- Goal: “What are we trying to achieve with this task? What does ‘done’ look like?”
- Reality: “What’s the current situation? What challenges do you see?”
- Options: “What are a few ways we could approach this? What do you think is the best path forward?”
- Will / Way Forward: “What will you do next? What support do you need from me?”
Notice the shift. The manager isn’t giving answers. They are asking questions. They are building a “stronger succession pipeline of self-sufficient leaders” instead of a team of dependent reports.
The Real Job of a Manager
When a manager stops firefighting, they finally get the space to do their real job:
Build Trust: Have meaningful 1:1s (not just status updates).
Give Feedback: Use frameworks like Radical Candour to help their team grow.
Encourage Development: Have “active development” conversations that boost thriving.
Manage Wellbeing: Notice the early signs of stress and create psychological safety.
If your managers are still firefighting, it’s not their fault. It’s a training gap. Giving them structured frameworks is the single best way to reduce their stress, clear your bottlenecks, and build a truly high-performing team.
Further Reading
- Gallup: Improve Work Performance With a Focus on Employee Development (Connects development encouragement which requires time to retention).