There’s vibe-coding. And you may have even heard of vibe-project management: where projects are guided by a gut feeling or the overall mood of the team. Or maybe just the PM’s feelings.

However, I haven’t seen anyone explore vibe-engineering management. Is it a thing? Should it be a thing? Managing engineers based purely on vibes?

Imagine it: no metrics, no clear goals, just managing your team on vibes. Sounds great. Less paperwork, fewer awkward conversations, and tons of freedom. Sweet. I mean, who wouldn’t want this?

But here’s the catch: while vibe management sounds fun, relying purely on vibes can quickly spiral into chaos. Good feelings and intentions alone won’t clarify expectations, solve conflicts, or help the team develop their skills long term. Over time, unclear goals, inconsistent feedback, and confusion can tank morale, kill productivity, and lead to burnout. Not to mention lead to bad vibes.

So what’s the better alternative? Let’s look at some best-practices and blend them with good vibes:

  • Set clear expectations and goals (engineers love clarity).
  • Provide consistent, actionable feedback regularly, not just during annual reviews.
  • Foster psychological safety so your team can express concerns openly.
  • Balance intuition with measurable data. Trust, but verify.
  • Always ask, “is there any way I can help you?”

So you could combine good vibes with good practices, and you’ll get the best of both worlds: a happy, motivated team that delivers exceptional results.