The piece argues that "good engineering management" has become a fleeting trend rather than a stable set of principles. The author reflects on how engineering management expectations have shifted dramatically over the years, particularly with the recent economic changes that have redefined what successful leadership looks like. For instance, during the late 2000s and 2010s, the focus was on empowering engineers in a hypergrowth environment. Managers were often discouraged from coding to prioritize team dynamics. Now, with rising interest rates and advancements in AI, there's a push for more hands-on involvement from managers, which has led to some previously praised leaders being labeled as bureaucratic. The author identifies eight foundational skills essential for effective engineering management, dividing them into core and growth skills. Core skills include execution, team dynamics, ownership, and alignment, which are necessary for any managerial role. Growth skills, such as taste, clarity, navigating ambiguity, and working across timescales, separate effective leaders from their peers and prepare them for senior roles. The argument emphasizes that the ideal traits for engineering managers will continue to evolve, driven by business realities rather than moral imperatives. This shifting landscape makes it vital for managers to focus on developing adaptable skills that remain relevant despite changing industry trends.