6 korrents from this piece
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.
Their wordsgreat engineers really shouldn’t need to manage large teams to get promoted, and companies lose out on a critical skillset when they push all of their good engineers into management.
Their wordsBut it is critical that you step back on the technical decisions to make room for the team members to own things and grow.
Their wordsWhen you don’t give your team the context for the work and just pass on tasks and work items to them, you make it clear that they are simply “doers” and your job is the job of “decider.”
Their wordsAs a manager, your output is not measured by your individual work. Rather, your output is measured by the work of your team and the people that you influence.
Their wordsIf it’s your code that gets you over the finish line for every project, you aren’t providing multiplicative value for the team, you’re providing the additive value of your work as an engineer.
Their wordsNew managers, make sure that you aren’t trying to be a senior engineer who has direct reports.