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When I worked at efficient tech companies, I had a hard time understanding these articles. If anything, it felt like we had too few managers to handle typical m
by PragmaticPulp 4y ago
When I worked at efficient tech companies, I had a hard time understanding these articles. If anything, it felt like we had too few managers to handle typical management things and the engineers were often losing time to dealing with things that could have been more efficiently handled by a responsible manager.
Then I took a job at a management-heavy company. They had people with different manager titles for absolutely everything. I ended up on a small group where we somehow ended up with more managers than engineers.
Some of the excess managers used the situation to do very little. They'd join a couple meetings, maybe respond to a couple e-mails, then basically disappear. Others started inventing work to fill the time. It wasn't uncommon for us to be scheduled for 4-5 hours of meetings in a single day because different managers felt like they needed to make themselves visible and point to things on the calendar to show that they were working.
The weirdest part was how everyone sort of acknowledged that the situation wasn't good, but refused to do anything about it. When I tried to push back on some of the meetings, our CTO recommended that our team should join the meetings but continue to code during the meetings. It turned into this weird circus where we were spending most of our days in virtual meetings, trying to do work while managers would pepper us with questions.
When we had layoffs, they laid off mostly engineers. The ratio of managers to engineers went up. More meetings ensued.
When the CEO got angry that engineering wasn't producing enough, management's first reaction was to request more headcount for more managers. They insisted that with more managers they could more effectively manage the engineers. So they hired more managers, who scheduled more meetings...
The lesson I learned was that once a company becomes infected with managerial excess, your situation is only going to get worse. Get out and move to a company that understands how to operate and how to manage their managers.
- csomar 4y agoIt's not humorous but been through exactly that. When the CEO sees degrading performance in the engineering team (and he has little technical knowledge or little knowledge of what's going on in the engineering department), his first intuition is to hire either managers or consultants to understand what's going on and improve the situation. Of course, for him, it would be crazy to just go down and ask a couple engineers what's exactly going wrong. None of the managers is going to admit that the problem is theirs. They fully know that and they know that it being uncovered is the end of their jobs. So they'll keep at it until the whole thing burn down to the ground. The only savior here is a new CEO/CTO.
- lll-o-lll 4y agoI think your experience is a bit of an aberration. I’ve much more frequently witnessed purges of the middle management layer. So much so that I thought it was a meme? Office Space “I talk to the engineers so the customers don’t have to”. I’m curious as to what kind of business this company was in.
- wildrhythms 4y ago> Some of the excess managers used the situation to do very little. They'd join a couple meetings, maybe respond to a couple e-mails, then basically disappear. I'm currently at a huge company and this rings true for me. I work with a team of maybe 6-7 ICs during a quarter, but when we compile a slide deck and present the work to higherups I find that the middle-managers (who have never joined a single meeting on this project) have added their names to the slide deck too. I have no idea what they do or how they're involved in the work at all; none of the ICs even mention them during the quarter. Nobody wants to say anything about it, probably because those managers hold power in their position.