This is similar to what my calendar looked like when I was a manager. You know you've hit full manager when you start blocking out an hour of time in your cale

This is similar to what my calendar looked like when I was a manager. You know you've hit full manager when you start blocking out an hour of time in your calendar so you can use it to prepare for other meetings. Spending 30-60 minutes preparing reasons why we should spend $XXX,XXX budget on 3-4 different vendors in a way that a non-technical CEO will not only understand, but buy into, is the difference between my team getting the tools they need to deliver a project on time quickly and not delivering at all. Add to that 2-3 interviews a week, doing your own reach out for candidates, some 1/1's, explaining to the CX team in the most political way possible why filling out the bug form instead of just sending a slack message to a random engineer is important, putting a PIP together for an IC who hasn't been delivering... Nothing particularly _technically_ challenging, but sometimes a bit emotionally challenging and still important. I realized the part I liked the most was the coaching/communicating/presenting part so I shifted to developer advocate and training roles instead. I enjoy creating and giving engaging presentations a lot more.