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I've actually had some experience on both sides of the table. When I did my first software startup I had no idea how to code, but since I'm pretty good at conv
by mixmax 17y ago
I've actually had some experience on both sides of the table.
When I did my first software startup I had no idea how to code, but since I'm pretty good at convincing people, calling bullshit, diplomacy, etc. I managed to get funded and got together a development team. I thought I had a pretty good grasp on what needed to be done, timelines, etc.
Fast forward some years. I've learned to code (Not a genius by any stretch of the imagination, but I know the basics) and I simply cannot comprehend how I could have managed a software company without knowing how to code. There are so many things that seem obvious now that I completely and utterly missed that it's amazing we ever got anything done.
A rewrite of Eric Raymond's famous quote captures it pretty well: "As a manager, coding is worth learning for the profound enlightenment experience you will have when you finally get it; that experience will make you a better manager for the rest of your days, even if you never actually code a lot."
- jules 17y agoWhat exactly was it that you learned that made you a better manager? Being able to judge what's easy and what's a lot of work (especially changes)? E.g. some people think that changing all text to a different font size is a lot of work, so they ask you to only change the text size in X Y and Z, which actually is more work...
- mixmax 17y agoI learned exactly what you're pointing out. Also to better engage in a two-way conversation about the product, which features should be implemented, why we should or shouldn't do something based on technical merits, etc. I've always had a lot of respect for people that know stuff I don't and if they have good reasons I'll go with their judgement in their area of expertise. But it's a lot easier to engage in a meaningful conversation when you actually know what you're talking about.