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At Slalom _build[1], we have People Managers and Team Leads. Your people manager stays with you as you transition from project to project. They never have mo
by cgarvis 7y ago
At Slalom _build[1], we have People Managers and Team Leads.
Your people manager stays with you as you transition from project to project. They never have more than six direct reports. They are the person that handles all the bureaucracy for you and helping you through the org.
Your team lead is sometimes a people manager but probably not yours. They change based on the project you are on and are responsible for it's success. Their focus is on delivery not your career.
I'm interested in seeing where this goes as it breaks the responsibility up without breaking the career progression. There isn't a "technical path" ... yet.
[1] https://www.slalombuild.com/ https://www.slalombuild.com/
- Benjammer 7y ago>breaks the responsibility up without breaking the career progression How do you figure it does this? What you describe just seems like a basic, run-of-the-mill, cross-reporting model to me.
- nilkn 7y agoThis is the organization of the company I work at. Overall I've learned through experience that this decoupled structure is nice in theory and it's useful to have as an option, but it should actually be avoided in practice if at all possible. A developer can end up in a situation where their boss (people manager) really doesn't know about or understand their day-to-day work at all, and then their team lead may be vying for authority over the team with a project manager and product owner, all of whom report in different organizations and have different motivations and incentives.
- JMTQp8lwXL 7y agoKind of like how some countries have Prime Ministers and a President, but all of that is rolled up into one role in the U.S.