Yeck. I read—then skimmed—through this article. Do others have the same “another mediocre engineer turned manager who I detest?” Don’t want to work where this

Yeck. I read—then skimmed—through this article. Do others have the same “another mediocre engineer turned manager who I detest?” Don’t want to work where this guy works. The first sin they embark in is framing their argument, in part, as one of titles/labels. This is usually an institutional smell. And it’s not a pretty odor. The second is that the person believes there role is to question others. It’s a move that insecure people play. The idea is that you keep your opponents defending themselves against questions you define, and that means there’s no time to address some of the hard questions that might circle your own “roll.” It sounds like the guy feels he knows the answers. If so, why doesn’t he jump in and do them? If he knows better how to do this SRE thing as defined by him, clearly his company has pulled a Peter principle, promoting him from something he did well, to a position where he now harps on others using their nostalgia. Value may have been lost. If he’s really that good, we can use him in the trenches. If not, he’ll learn how to try to explain why some of these PHB questions are actually hard to answer and execute.