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Yes, you make some good points here but I would argue that in most organizations that skills that make for effective engineering are aligned well with those req
by briankelly 6y ago
Yes, you make some good points here but I would argue that in most organizations that skills that make for effective engineering are aligned well with those required for managing. At a certain point, reinvesting into programming ability sees diminishing returns and ROI on e.g. mentorship, task planning and delegation out-paces improvement in technical skills dramatically. Of course, this is not universal and there are specialties, domains, and organizations that require technical competency and competitiveness above all else, but I don't think that's the general case for most engineers.
- nicoburns 6y ago> At a certain point, reinvesting into programming ability sees diminishing returns and ROI on e.g. mentorship, task planning and delegation out-paces improvement in technical skills dramatically. True, but this may not be seen as relevant to the individual if they enjoy engineering more than those other things.
- skohan 6y agoIt's fun to be a "star player" developer, but in terms of maximizing your own individual potential, you're always going to be able to produce more value by leading people than by your own output alone. There are some technical mountains to climb which require superlative engineering talent, but in terms of impact it's hard to compete with a leader who is able to coalesce a team or organization effectively towards a single goal.