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Been there. I had very strong technical skills and was well known in the organization for that. Changed jobs on the promise I would work on projects using those
by makz 4y ago
Been there. I had very strong technical skills and was well known in the organization for that. Changed jobs on the promise I would work on projects using those skills.
In reality they wanted me to do change management, negotiate budgets, negotiate dates, coordinate projects, make power point decks…
Because of my excellent track record delivering technical stuff they expected great results from me doing this new stuff. I couldn’t deliver it as they wanted. “You must grow and become a leader, that’s the path forward” they kept telling me. In the end it didn’t work and I left.
Now I’m in a new team and they expect me again to become a leader but this time it’s different, it is truly a technical leadership and I hope this time it will be different.
- hedora 4y agoOne thing to watch out for (in roles like the old one you left) is the mentality that all butts in chairs are interchangeable. In particular, they should have hired a seasoned release manager instead of trying to turn you into one. (Some Dev Ops proponents have some nonsensical argument about continuous release meaning you don’t need a release manager. Those people are incompetent, and don’t know what a release manager does.)
- Tangurena2 4y agoOver the years, I've had many managers who didn't understand what continuous integration was. As a result, I've set up a number of different build machines. Once they saw it in action, the response was typically something close to "how did we live so long without this?"