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0 pointscrazygringo1y ago0 comments

There's a third option that's missing from that dichotomy: people who are OK individual contributors but who are actually really good at managing people.

These are the best managers, because they have the disposition/skills to be a good manager, but also aren't going to make dumb engineering decisions.

IC's who become reluctant managers are generally terrible managers because it's not what they're good at and not what they enjoy.

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xarope1y ago

let me add a fourth then: ICs who had really great managers and became great as a result, and when given the opportunity decided to then become the next great manager and mentor the next group of great ICs.

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0 pointscrazygringo1y ago0 comments

There's a third option that's missing from that dichotomy: people who are OK individual contributors but who are actually really good at managing people.

These are the best managers, because they have the disposition/skills to be a good manager, but also aren't going to make dumb engineering decisions.

IC's who become reluctant managers are generally terrible managers because it's not what they're good at and not what they enjoy.

0 comments

xarope1y ago

1 more reply

j / k navigate · click thread line to collapse