How do managers* get stuck?

Camille Fournier · 6 Sept 2017 · elidedbranches.com ↗

3 korrents from this piece

Camille Fournier did not write this page.

Every claim below was made in this piece, quoted word for word and numbered in the order the piece makes them, so you can read it there rather than take our word for it. The sentence above each quote is our reading of the claim, not their wording. Each quote was checked against a stored copy of the page at build time; where the two differ, the quote is the fact.

Our reading
An overwhelmed team is partly the manager’s fault, because pushing back on the team’s work commitments is the manager’s job.

Their wordsIf your team is completely overwhelmed with work, well, it’s partially your fault. You are the manager, and you are the person who is responsible for pushing back on the work commitments for the team.

Interesting
Our reading
The test of whether someone is ready to manage managers is whether their peer managers would want to work for them.

Their wordsUltimately, if you want to manage managers, a manager should want to work for you.

Interesting
Our reading
Past a certain point no senior individual contributor is promoted on the strength of their ideas and their code alone.

Their wordsFew senior ICs get promoted beyond a point on the strength of their ideas and code alone.

Interesting