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← Management should be a career path, not a promotion.
17 connected korrents · 14 moments from 23 Jan 2012 to 10 Sept 2026.
Everything filed under management
management
Everything filed under hiring
hiring
Everything filed under startups
startups
Everything filed under team size
team size
Everything filed under product management
product management
Everything filed under ambition
ambition Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: Management should be a career path, not a promotion. Management should be a career path, not a promotion. Last stated 3 weeks ago
10 Sept 2026
EV
Elena Verna — holds since 2026-09-10 — tap for who they are
Same subject: Making management the only path to career progression is a mistake that costs a company the senior engineers it needs. — tap to centre the map on it Making management the only path to career progression is a mistake that costs a company the senior engineers it needs. Last stated 5 years ago
9 Oct 2021
CM
Charity Majors — holds since 2017-05-11 — tap for who they are
CF
Camille Fournier — holds since 2021-10-09 — tap for who they are
Same subject: In the best working relationships the manager is a guide, not a judge deciding whether you deserve a promotion or a firing. — tap to centre the map on it In the best working relationships the manager is a guide, not a judge deciding whether you deserve a promotion or a firing. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — tap for who they are
Same subject: Companies should offer dual career tracks so product managers can advance without becoming people managers. — tap to centre the map on it Companies should offer dual career tracks so product managers can advance without becoming people managers. Last stated 9 months ago
7 Jan 2026
KN
Ken Norton — holds since 2026-01-07 — tap for who they are
Same subject: The industry's promotion ladder took its best product people and promoted them out of doing the work. — tap to centre the map on it The industry's promotion ladder took its best product people and promoted them out of doing the work. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: People are unhappy in their careers when the thing they want and the work it takes to get it are out of sync, not because they climbed the wrong ladder. — tap to centre the map on it People are unhappy in their careers when the thing they want and the work it takes to get it are out of sync, not because they climbed the wrong ladder. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: A whole class of product managers built a career on politics rather than on technical or customer skill, and that skill is now worth nothing. — tap to centre the map on it A whole class of product managers built a career on politics rather than on technical or customer skill, and that skill is now worth nothing. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: He does not believe in succession planning; the real work is passing on knowledge continuously, and he hopes to die on the job. — tap to centre the map on it He does not believe in succession planning; the real work is passing on knowledge continuously, and he hopes to die on the job. Last stated 6 months ago
23 Mar 2026
JH
Jensen Huang — holds since 2026-03-23 — tap for who they are
Same subject: “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. — tap to centre the map on it “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. Last stated 2 months ago
28 Jul 2026
BS
Blake Scholl — holds since 2026-07-28 — tap for who they are
Same subject: A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. — tap to centre the map on it A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. Last stated 2 months ago
28 Jul 2026
SA
Sam Altman — holds since 2026-07-28 — tap for who they are
Same subject: A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. — tap to centre the map on it A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. Last stated 4 months ago
2 Jun 2026
JJ
Justin Jackson — holds since 2026-06-02 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 6 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. — tap to centre the map on it A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
At the centre
Management should be a career path, not a promotion.
Holds Read this korrent →
Making management the only path to career progression is a mistake that costs a company the senior engineers it needs.
Holds
In the best working relationships the manager is a guide, not a judge deciding whether you deserve a promotion or a firing.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
Holds
Companies should offer dual career tracks so product managers can advance without becoming people managers.
Holds
The industry's promotion ladder took its best product people and promoted them out of doing the work.
Holds
People are unhappy in their careers when the thing they want and the work it takes to get it are out of sync, not because they climbed the wrong ladder.
Holds
A whole class of product managers built a career on politics rather than on technical or customer skill, and that skill is now worth nothing.
Holds
He does not believe in succession planning; the real work is passing on knowledge continuously, and he hopes to die on the job.
Holds
“Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now.
Holds
A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero.
Holds
A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first.
Holds