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> "A third way in in a more nebulous “leadership” role that doesn’t have “manager” in the title, e.g. “Architect,” or “Principal Engineer.” As a technical lead

> "A third way in in a more nebulous “leadership” role that doesn’t have “manager” in the title, e.g. “Architect,” or “Principal Engineer.” As a technical lead (getting into my 40s soon) I try to think of myself as an chief enabler / support net: Let the team figure out implementation, support them as they go where they get out of their depth - and protect them from DIRECT trickle down BS/interruptions from management or clients. This has worked pretty well for me thus far, but I've really got no idea if this is a solid approach or way of thinking. I'm curious to know anyones thoughts?

toadi 7y ago
43 here and I was a CTO in my own startups that provided me a nest egg. Done Digital Transformation Coaching for a big chunk of it. But my last employer hired me after 1 year contract of doing this as tech lead. Much to my amazement because I don't really consider myself a good engineer, I'm just good at solving problems and was able to deliver stuff. Most of the times it isn't always as pretty as it should but people are happy. Except when I get those nasty job interview algo questions which I mostly bomb. I'm actually a Vice President without any direct reports. I'm on the same level as the head of software delivery on the organigram. See myself as chief enabler too. Fixing architects disillusioned designs and try to explain to developers how to implement these designs. Sometimes I dabble doing some POC. Good thing is that I don't have people management bullshit, downside is that this is my glass ceiling if I stay here :)