Managing: The Arsenal Way
It’s been over two years since I stepped into the role of Engineering Manager. Occasionally, when I’m out with my team for drinks, someone will casually ask, “So, what exactly do you do?” And for a moment, I pause. The question lingers, and I find it challenging to put my contributions into words. But then, I think of Mikel Arteta, the manager of Arsenal Football Club. He doesn’t play the full 90 minutes, yet his influence is pivotal. Every decision he makes—big or small—shapes the team’s success. That’s when it clicks for me: my role, like his, might not always be visible on the field, but it’s crucial for driving the team and ensuring we all succeed together.
Over time, I’ve noticed how often I draw parallels between how Arteta manages Arsenal and how I approach my role as a manager. Inspired by this, I wanted to share my reflections on these similarities. If there’s one thing Arteta and I undeniably share, it’s the passion we bring to our respective roles.
They say that for any football fan, there’s a fine line between belief and delusion. Most days, I find myself on that line, fueled by a mix of hope, determination, and love for what I do. It’s this belief, paired with honoring my values and work ethic, that makes the journey fulfilling. And so, I embrace the art of managing—the Arsenal way.
“Trust The Process”
In one town hall, Sudheesh Nair, our then-CEO, shared a perspective on work-life balance that has stuck with me ever since. He said, “You can’t isolate your personal and professional life.” At first, it sounded simple, but the deeper meaning behind it really hit me. What he meant was that if something isn’t working in your personal life, it will inevitably ripple into your professional world—and vice versa.
This perspective has shaped how I work with my team. I often take the time to check in and ask what’s going on in their lives. It helps me understand when to ease off and when to push forward. And sometimes, when a team member isn’t responding well, I simply listen and offer quiet support. It’s a small but meaningful way to honor the connection between the personal and professional, and it’s made all the difference in building trust and understanding.
I vividly recall the moment Granit Xhaka was booed off the pitch. It was tough to watch. He cupped his ears in frustration, mouthed “F*** off” to the crowd, and stormed off. At that point, it felt like his time at Arsenal was over—and I was sure that he would leave in the January transfer window. Amid the chaos, however, Mikel Arteta stepped in and convinced Xhaka to stay. The next season, Xhaka played in a more attacking position, and the transformation was remarkable. The same fans who once jeered him now rallied behind him. Chaos often creates opportunities as well.
Whether it’s a product gap or a team dynamic, identifying the right fit—both for the role and the individual—can make all the difference. Like Arteta with Xhaka, understanding strengths and creating the right opportunities is key to unlocking true potential.
The changes you want to bring about take time. You have to believe in your strategy and make it a part of your daily life, allowing it to evolve into a process. That’s why I don’t expect anyone joining the team to create a critical impact on their very first day. Just trust the process—it works.
“Ship Experience”
In my line of work, I often think of our customers as the audience of a football match. Take the Tottenham Hotspur Stadium, for example—renowned for offering the finest spectator experience in the world, with state-of-the-art equipment and top-tier training facilities for its players. Under Antonio Conte's management, before he was eventually sacked, the team suffered a string of disappointing losses, and the mood in the stadium shifted dramatically. Fans who once cheered began to boo, holding up signs demanding “Conte Out.”
It’s a powerful reminder that no matter how impressive the setup—be it a stadium or a stellar customer success manager—failing to deliver on the basics will cost you. For us, this means that if a product regresses on core functionality customers rely on, no amount of great onboarding or exceptional customer support will make up for it. Getting the fundamentals right isn’t just important—it’s essential.
When Mikel Arteta joined Arsenal in December 2019, he introduced his “non-negotiables”: respect, commitment, and passion. These principles became the foundation of his approach, guiding even the toughest decisions—like benching Aubameyang, the team’s in-form striker at the time. Arsenal was in dire straits back then. The Emirates Stadium, once mockingly nicknamed “Highbury the Library” for its lack of matchday noise, reflected the disconnect between the fans and the club. There was no structure in transfers, little commitment on the pitch, no clear strategy, and frequent losses against the big six. The bond between the team and its supporters was broken.
Isn’t it the same for us? If our recruitment lacks strategy and we’re hiring for the sake of numbers, or if we fail to elevate our customers’ experience, why would they believe in us? Why would they cheer for us? That’s why, whenever I prioritize projects, I follow a simple rule: “Will this elevate the customer’s experience?” Whether it’s tackling technical debt or improving a feature, I ask myself, “How much impact will this have on reducing Customer Found Defects?”
This mindset is what I call Ship Experience. Everything we do should center on delivering a better experience for our customers, just as Arteta’s “non-negotiables” restored Arsenal’s connection with its fans.
“Up in the Air”
When I first stepped into the role of Engineering Manager, I kept doing what I was used to delivering features. It wasn’t a drastic shift from my previous work, but I did notice that my team was more vigilant now, paying close attention to what I was doing. During our first bug hunt, we uncovered over 40 bugs in the feature I had worked on. We all had smiles all around. That moment became my first real connection with the team as their manager.
At the time, I didn’t focus on motivating, dictating, or traditional people management. Despite advice from other managers, I decided to take my own path. That’s when I learned an important lesson: every manager has their own style.
For me, it wasn’t about pep talks—it was about observing the team’s work through their commits. I began carefully observing the quality of the commits—looking not just at the number, but at the details. Were the commits rushed or half-hearted? Or were they too easy, lacking any real challenge? These insights gave me a deeper understanding of where each team member stood and how they were progressing. It’s funny in hindsight, relying on committed history as the foundation for people management.
In the face of inevitable pivots, team members often face a challenge: some deliverables won't make it to their appraisal cycles. While this is a reality we must accept, here's a simple compass I live by: Ask yourself, "Is the challenge you're tackling today bigger than what you were working on when the year began?" If the answer is yes, you're on the right track. After all, growth isn't about checking predetermined boxes – it's about taking on increasingly complex challenges as we evolve.
These references here remind us, some decisions don’t come with clear answers. No obvious pros or cons, just equally good options. It’s not about finding the “right” choice—it’s about embracing the opportunity to shape the outcome. Sometimes, any path you take could work out just fine. It’s all just… up in the air.
If you found this article helpful or thought-provoking, I’d love to hear from you. Feel free to share your own experiences, thoughts, or challenges in the comments.