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Were you able to remain technical as your rank and responsibilities expanded? Or did you need to move into a management-only role to reach a turning point in th

by btown 8y ago

Were you able to remain technical as your rank and responsibilities expanded? Or did you need to move into a management-only role to reach a turning point in the "influence" you mentioned?

DIVx0 8y ago
I started off in management with a small team but as I continued to deliver I kept on getting more and more teams. Turns out I am not cut out to lead from such an abstract level, directing other directors and barely knowing how stuff is being shipped. However this is where I was most surprised. My senior leadership recognizes where my skills are and have let me “manage myself” out of my role and move into a senior (think fellow/principal/staff) individual contributor role where I manage peers and work hands-on with whatever interests me (as long as i can align it to some product). I have influence in a couple major tech areas for this Corp. influence in a type that I develop strategy and report on a semi regular basis to the C suite and am actively brought into other silos to contribute or kickoff ideas. Long story short. I’ve spent years as “lead developer” at startups with no where to go except perhaps CTO. Here I am able to carve out an influential space that can maximize whatever talents I have while working closely with others who can augment skills I lack. I had such a negative view of this corporate world prior to joining that I am ashamed of myself now that I know what the reality is, at least for my own experience.
bonniemuffin 8y ago
I work at a megacorp and I'm familiar with lots of staff/principal-type ICs who lead big high-impact technical projects that are tremendously influential around the company. We really need the tech lead types to complement the people managers, so each side can focus on what they do best.
- DIVx0 8y ago
  I totally agree! Large tech focused corps usually have a career path for individual contributors to rise up the ranks without becoming people managers. This career path is almost meaningless unless there is a corporate culture of collaboration between ICs and directors/VPs. A senior IC should not be navel gazing all the time and just building whatever or getting into peoples business while VPs should not be so protective of their thing to dismiss or wall off outside contributions. "Assume positive intent" and "It's all the same stock price" is heard around here a lot.

by btown 8y ago

Were you able to remain technical as your rank and responsibilities expanded? Or did you need to move into a management-only role to reach a turning point in the "influence" you mentioned?

DIVx0 8y ago

I started off in management with a small team but as I continued to deliver I kept on getting more and more teams. Turns out I am not cut out to lead from such an abstract level, directing other directors and barely knowing how stuff is being shipped. However this is where I was most surprised. My senior leadership recognizes where my skills are and have let me “manage myself” out of my role and move into a senior (think fellow/principal/staff) individual contributor role where I manage peers and work hands-on with whatever interests me (as long as i can align it to some product). I have influence in a couple major tech areas for this Corp. influence in a type that I develop strategy and report on a semi regular basis to the C suite and am actively brought into other silos to contribute or kickoff ideas. Long story short. I’ve spent years as “lead developer” at startups with no where to go except perhaps CTO. Here I am able to carve out an influential space that can maximize whatever talents I have while working closely with others who can augment skills I lack. I had such a negative view of this corporate world prior to joining that I am ashamed of myself now that I know what the reality is, at least for my own experience.

bonniemuffin 8y ago

I work at a megacorp and I'm familiar with lots of staff/principal-type ICs who lead big high-impact technical projects that are tremendously influential around the company. We really need the tech lead types to complement the people managers, so each side can focus on what they do best.

DIVx0 8y ago
I totally agree! Large tech focused corps usually have a career path for individual contributors to rise up the ranks without becoming people managers. This career path is almost meaningless unless there is a corporate culture of collaboration between ICs and directors/VPs. A senior IC should not be navel gazing all the time and just building whatever or getting into peoples business while VPs should not be so protective of their thing to dismiss or wall off outside contributions. "Assume positive intent" and "It's all the same stock price" is heard around here a lot.