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i worked for a non technical manager, and it was ok. because he trusted his employees. he said this is the deliverable, and these are the constraints, what do y

i worked for a non technical manager, and it was ok. because he trusted his employees. he said this is the deliverable, and these are the constraints, what do you need, who do you need, and how much do you need. we told him, and he went to fucking bat. obviously he picked up a little here and there, but by no means could do the job of a junior. it worked well, he shielded us from the corporate politics, got us everything we needed, didn't over commit us, and we delivered on estimated dates and to scope almost every time. because we picked times and materials and he made sure it happened and that we could focus. was good times

somishere 4y ago
Totally agree there's no hard and fast rules here. That said, this person probably lucked out with a dependable team, and no doubt relied on intra-leadership (from yourself or peers I would assume!) to manage - and deliver - effectively. This kind of dependability doesn't usually appear out of thin air. It's also a bit of a catch 22 to replicate. I've worked with similar people and there is definitely a place for them (tho probably not at the peak of the structure). But it's also nice to have someone that can critically discuss a solution and sign off on decisions that they fully understand. IMO.